SGS, a global product testing, inspection and certification company, needed a software platform that could be customised to fit the needs of their business. The company was focused on quality control, regulatory compliance and product safety, and required a software provider that could collaborate with them to create the best possible safety management system. Prior to implementing Intelex, reporting was done on paper and aggregated in dozens of excel sheets to produce statistics. There was no traceable visibility of incident investigations and corrective actions, which was a big challenge. Another challenge was to ensure that any software tools used were representative of real-world and operational needs and made sense for the actual end users.

Glanbia, a global leader in nutrition based in Ireland, has been expanding its product offerings and acquiring new plants. However, this rapid growth has presented operational challenges, particularly in standardising processes and data collection across different regions. Prior to implementing Intelex, Glanbia relied on local-site or business-level processes, primarily using MS Excel, which lacked standardisation. Collecting and aggregating data was a difficult and effort-intensive task, and the reliability of the data was not always strong, often requiring further time and effort to check and validate it before further use.

Fortive, a company with operating companies specializing in a wide range of sectors, is driven by the motivation to create a world that is stronger, smarter, and safer for everyone. However, creating a better future requires the collection and management of a constant flow of high-quality data. Sustainability, in particular, is a remarkably data-intensive practice. Prior to using Intelex, the sustainability team was using Excel spreadsheets to collect data. However, the disparate and constantly expanding data sources, as well as the specialty knowledge required to ensure the quality and fidelity of the data, made this an impractical solution over the long term. Beyond collecting the data, the most important step is communicating the meaning of that data to a diverse range of stakeholders inside and outside the company.

The customer, a North American company that creates displays and helps its clients create meaningful customer experiences, was looking to focus on continuous EHSQ improvement with processes that are simple, connected, accurate and quick. Their previous approach to quality involved a lot of paper and spreadsheets, which produced good results but was labor intensive. Information wasn’t always available when it was needed, and only a few people really engaged with the data or processes. The company needed a technology solution that would allow them to begin the digital transformation of their EHSQ practices. The goal is to eventually support the entirety of their EHSQ practices in an integrated digital management system.

Coats, a global leader in thread manufacturing and structural components, needed a way to manage health and safety across its global business. The company's Journey to Zero strategy aimed to create a comprehensive global safety culture, but the demands of collecting and managing data across the organization were consuming significant resources. Before implementing Intelex, Coats relied on manual data entry and spreadsheets for tracking actions, which was time-consuming and prone to errors. The company needed a technology platform that could support its safety culture at every location worldwide and streamline the reporting and approval process involved with incidents and actions.

Linde, a global company with over 2,000 sites in more than 100 countries and over 70,000 employees, faced the challenge of creating a unified safety culture. The company's size and diversity made it difficult to ensure that all employees embraced safety and recognized the importance of reporting incidents. Following the merger with Praxair in 2019, Linde had to deal with several legacy systems, making it difficult to get benchmark KPIs when different systems were used in different business units. The company needed a system that could be used by frontline employees and that would encourage them to report incidents, no matter how small. Linde also wanted to support the business units with advanced data analysis to improve safety across the organization and to direct resources for continuous improvement.

Heraeus, a technology company with a global presence, developed a new global Environment, Health and Safety organization (EHS) in 2019 to safeguard the enterprise. However, the company faced challenges with its EHS systems. There were no standardized processes to identify risks, investigate incidents, or follow up on known problems. The lack of a centralized tool for incident investigation and action planning resulted in a manual, time-consuming workload for EHS professionals. The company needed to increase the transparency of EHS data within all levels of the organization.

When Ken Hankins, Director of Product Quality and Consumer Satisfaction, arrived at Vornado in late 2018, he quickly identified some key opportunities to improve operations. The quality management team was using largely manual processes to collect and collate data, passing information back and forth using spreadsheets and e-mail. Although these methods worked, they were extremely labor-intensive and often resulted in information that was incomplete, or which was out of sync across the company’s multiple locations. As a result, business leaders at Vornado’s headquarters had limited visibility to data from their numerous overseas manufacturing facilities. Hankins recognized that the company needed greater transparency across all of its locations, with automated data collection and a centralized repository for all of its quality management information. Acceptable quality levels (AQLs), for example, were not available to Vornado’s quality managers in real time, making it difficult to determine where they should focus their attention. Hankins knew that effective quality management programs are driven by data – but the company simply didn’t have much of the data that it needed.

ORIC Pharmaceuticals, a company focused on overcoming resistance in cancer, was struggling with its quality management system (QMS). As an FDA regulated company, ORIC needed to maintain strict controls regarding quality management and employee training. Initially, they developed their QMS processes around spreadsheets, paper documents, shared network folders, and other manual systems. However, these processes quickly became unwieldy and time-consuming, leading to considerable frustration among the company’s employees. Melody Puckett, ORIC’s Senior Manager for Quality Assurance, was tasked with finding an eQMS solution that could improve the efficiency and effectiveness of the company's quality management processes.

The Massachusetts-based audio technology company was struggling with an inefficient and manual process for managing their product development lifecycle. The process was captured in a series of Excel spreadsheets, Visio diagrams, and reports that were generated manually by a dedicated department. This resulted in miscommunication throughout the project, countless hours in meetings, loss of time, and disorganized data that was never easy to share. The company needed an automated process management system that would track their project development throughout the various phases: concept, design, development, manufacturing, and quality. However, none of the off-the-shelf solutions in Project Management or Product Lifecycle Management fit their process without major and costly customization.

Jacobs Civil was tasked with managing the construction of a billion-dollar regional wastewater treatment plant for King County, Washington. The construction management system they initially used for the project was not up to the task. It hindered productivity and required constant management intervention. The system did not offer any way to automate the processes dictated by the contract, and there were limited means to establish accountability. As a result, Jacobs management began looking for a better solution.

The County of Humboldt Community Development Services Department was struggling with how to track their permit applications. They had to deal with legacy systems that had evolved over decades into an incoherent patchwork. This was due to process alterations adopted over time without an analysis of the costs and benefits or a comprehensive review of the impact on the entire process.

When Birch Gold Group launched their business in 2012, they knew they needed to automate their Customer Relationship Management (CRM) processes to scale their business quickly. They needed the best technology to organize, automate and synchronize their business processes. The company needed to handle processes like implementing and tracking their call back system. They needed to simplify their shipping and purchase orders to keep transparency throughout the process, avoiding confusion and loss of time. The problem with most off the shelf CRM Software solutions was their complexity and difficulty to understand by non-technical users. However, the most challenging problem for Birch Gold Group, was the lack of flexibility and workflow management in other CRM solutions. They needed a BPM solution that would offer them the flexibility and scalability to customize and maintain their processes, in house and as needed.

Edwards Technologies was dealing with rapid growth, having recently acquiring very large projects with high visibility. Their challenges included ensuring that products ordered were delivered on time, project issues were addressed effectively and projects completed on deadline. Managing their day to day operational and workflow processes as well as retrieving pertinent information all in one centralized location became a major undertaking. The manual process of storing documents in various folders on their network server, tracking and managing their project statuses via Excel and other programs were no longer effective, while visibility into projects and overall accountability was slipping. Another challenge was the communication barriers between internal departments. Each department was spending a lot of time conveying real time progress and identifying bottlenecks.

National Signs, an internationally recognized sign manufacturer, was facing challenges due to its global expansion. The company's manual processes were not effective for the growing workforce and increased production. The existing systems and processes were not able to remove barriers that would allow employees to communicate anywhere, anytime, working together across the organization. One of the main challenges was tracking orders across the organization. With constant changes on orders, the production team’s manual process of writing jobs on pieces of paper as well as printing out drawings and physically handing out to each person their specific job for the day, not only wasted time, but created confusion and increased printing costs.

Northgate Markets, a rapidly expanding supermarket chain in California, was struggling with an unclear and stressful credit request and return approval process. The company had been dealing with this issue for over six years. In an attempt to improve the situation, Northgate Markets implemented a call center to report any return issues, but this did not result in any significant improvement. The process was slow and the transparency of product tracking processes was deteriorating. Store personnel had to spend long periods of time on the phone, trying to reach the right person who could help them at the call center. The biggest challenge for Northgate Markets was to find a solution that would address their problems from a business point of view first and then include the technical component to keep their system transparent and easy to manage.

Silliker was facing a challenging situation. The company had so many manually updated training documents in binders that they had to assign entire building walls to keep track of all employee training records. Each employee had accumulated training binders that started at 3 inches wide and kept expanding. The longer an employee stayed in the company the more binders that employee owned. The space it took to document all training processes was not the only concern Silliker had. The need to continuously update all training records manually, made it very difficult to know the exact location of all records. Silliker has extensive training sessions and materials that underwent multiple external and internal audits to confirm all quality policies and food regulations were followed. The time it took to store, retrieve, update and return each record was labor intensive and never convenient. To successfully keep track of all employee records and get the best results from each audit, Silliker needed a system that could manage employees’ training activities, document what employees observed in training, record all tasks performed and understand the results from all training. In addition, the system needed to provide rapid search and sorting capabilities to access the entire collection of training records.

A large retail chain of stores needed to replace its Human Resources (HR) transaction system for store employees. The existing legacy system was no longer supported, cumbersome and time consuming for managers to use, and had become impossible to maintain and update in response to changes in business needs. The system was wasting valuable store manager time, resulting in extra paper printing and storing.

Circle K Stores, a leading convenience store operator, was struggling with outdated HR processes and rigid technology. The company was experiencing high employee turnover and its HR department was responsible for tracking nearly 200,000 job applications annually. The company's HR processes were not easily adaptable to changing business needs and were not integrated with other departments and systems. The company was looking for a new platform to modernize its HR applicant tracking, onboarding, and employee lifecycle management processes.

Bluworld of Water was struggling as they expanded rapidly to a company of 85 and moving into a new manufacturing facility. With around 100 projects active at the same time and at various stages, the challenge of managing the progress as well as retrieving pertinent information all in one centralized location started to become a major undertaking. The legacy process of storing documents in various folders on their network server and tracking project progress via Excel spreadsheets were no longer effective while project development milestones were slipping. Another challenge was the communication barrier between sales and production teams. The sales account managers were spending a lot of time conveying customer requirements to the production team along with trying to retrieve relevant project statuses from the production team to effectively manage the accounts. In addition, many of Bluworld’s projects were part of larger construction projects. The challenges with these types of subcontract projects were the small window of time, as little as a few days to install their water features. Their process required their products to be shipped within a few days before installation and manufacturing of their products needed to be completed a few days before shipping. Since all the tracking and notifications were performed manually and with consistent changes arising, it became challenging to keep everyone up to date on the project statuses and ensuring the key shipping dates were met to avoid project delays.

Harman International, a global leader in the production of high-quality audio and electronic products, was facing a challenge in their product development process. Despite having a well-documented and sophisticated process for product development, they lacked a system to streamline operations, elevate visibility, and ensure quick access to the latest information. This was slowing down product development and jeopardizing the long-term competitive advantage of the group. The company was also facing issues with the dissemination of knowledge and best practices in their Engineering and Product Development, which was causing a slow progression in their group-wide learning. This left the non-experts with an untapped potential and delayed advancement in their contributions.

The non-profit healthcare organization was struggling with manual methods of tracking and managing their pediatrics health and weight management program. As their membership grew, these methods became difficult to maintain and scale, leading to time delays, errors, and frustration among patients and staff. They needed a solution that was affordable, flexible, and scalable across all divisions to capture their unique process needs. The organization was also facing challenges with the scheduling process and the billing mechanism, which led to loss in revenues and inefficient use of human resources.

Ensuring consistent quality throughout the Infinite Electronics product line prior to using Intellect wasn’t just challenging — it was nearly impossible. Paullin and his team started looking for a software platform that could help them streamline operations. Because its staff members are spread across the world, Infinite Electronics needed a cloud-based multilingual solution that could scale with a company planning for rapid growth.

OLLY, a respected name in the nutraceutical space, was facing challenges due to its rapid growth. The company was using a manual and paper-based system which was hampering its ability to make real-time decisions. The lack of a centralized system led to important documents being deprioritized or passed off based on employee bandwidth. The company was in dire need of a quality management system (QMS) that could provide speed and organization. The company wanted to centralize all of its processes and communication through a streamlined back-end process that translated to efficient customer experiences.

Gilero, a company that handles the design, development, and contract manufacturing of medical and drug delivery devices, was facing challenges with its original Quality System. The system, built in 2011, was paper-based, manual, and became complex over time. As the company expanded to new locations, the complexity of the system grew, as did the amount of time needed to manage it. The team at Gilero realized that it would need a quality management software in order to improve efficiency, streamline processes, and minimize the errors endemic in a manual system. However, many of the software platforms available required users to have coding and software engineering experience, which would mean hiring additional personnel.

Merieux NutraSciences, a global food testing company, was struggling with its paper-based system. The manual handling of documents was not only time-consuming but also made it difficult to find specific documents among the piles of binders. The company also needed a system to manage its four-step training process. As the company grew, the paper system became increasingly problematic. It was difficult to collect data for end-of-month reports, different labs had different versions of customer methods, and reports were only shared locally, not globally. Preparing for audits was a major challenge as documents were scattered across binders, desks, computers, and lab drawers. The company estimated that manually updating the paper-based system took up about 5,600 hours a year in the North American Network alone.

Host Hotels & Resorts, a Fortune 500 company and the largest lodging Real Estate Investment Trust (REIT), was struggling with managing and approving capital expenditures and associated contracts across their entire portfolio of properties. The process was complex and required balancing the property’s current need for dollars with Host’s need to cover major improvements years down the road. The company was relying on a relatively small number of highly mobile executives to approve substantial capital expenditures, which often led to delays. These delays were not just inconveniences, they influenced how quickly contracting firms could get paid. The company was in need of an enterprise mobility solution.

BP Aero, a full-service provider of aircraft engine teardowns, repairs, parts & accessory overhauls, and field service, was looking for a system to better organize their processes and procedures, to get a better handle on data, and to track and manage KPIs more effectively. The company was largely dependent on paper-based systems and spreadsheets, which were time consuming and often made it difficult to access information quickly. As the company was preparing to improve upon their existing ISO credentials from ISO 9001 to AS9110, they knew that the more robust standard would require a fully integrated QMS system. BP Aero’s management recognized the need for a quality management system to accommodate their quality processes by incorporating and using modern technology and software.

AeroSafe Global, a provider of temperature sensitive supply chain solutions, was experiencing rapid growth and needed to upgrade its quality management system (QMS). The company had been using Access databases, Excel spreadsheets, and documents stored in network drives, which worked when the company was smaller. However, as the company grew and processes became more complex, this manual system was no longer sufficient. AeroSafe needed an integrated, electronic QMS that could be easily modified as their quality management programs and business growth required upgrades and new processes.

When Nazia Khan joined FMI as their Regulatory Affairs Manager in 2015, she found that the company cared deeply about quality, but they lacked the kind of agile, flexible processes and tools that could support them in delivering consistently on that commitment, and in doing so efficiently. At that time, FMI’s quality systems were paper-based. New requests involved completing a form and physically carrying that document to various managers for signoff. Document numbering was managed using a spreadsheet, and the resulting paperwork was uploaded to an internal portal so that others in the organization could access it. Not only was this tedious and time-consuming, it also created significant challenges with respect to version control. Physical copies of the documents needed to be maintained for audit purposes, and every revision required the originals to be pulled, stamped, and refiled in a different location. Managing the flow of QMS documents was virtually a full-time job. FMI was also having trouble maintaining accurate employee training records. This, too, was a paper-based system. Employee signatures were captured on physical documents, which were retained in filing cabinets to be retrieved later if needed. Training records were manually entered into a custom Access database as well, providing an electronic record for faster lookup. Unfortunately, that database was highly unreliable, the data quality was poor, and it was only accessible to human resources and operations managers.