Improvement measures are now processed digitally
As part of the corporate project "Finkernagel Digital", Finkernagel is working on forward-looking topics in various initiatives. The aim of the project is to advance digitalization within the company.
Now another initiative has been completed. We asked Christoph Schulte, the initiative leader, how he worked on the topic of "digital error management".
Please describe your initiative briefly. What was the task and what did you do with it?
Christoph Schulte: The final goal was to have a digital, completely paperless processing of internal error messages. An additional challenge was that we absolutely wanted to have simultaneous processing and information of the departments concerned. We are pleased that this could be implemented 1 : 1 and that we will be able to work even more comfortably in the future with the use of an additional IT tool for the processing of measures.
Is there anything that has particularly contributed to the success of the initiative?
Christoph Schulte: The success of the initiative is largely due to the fact that no additional (possibly stand-alone) programs had to be tested and purchased. Instead, we can use an already existing program. This makes it easier for the staff involved in error processing to switch to digital processing. Apart from that, no additional costs have been incurred.
Do you now have more time for other tasks because error management is completely digital?
Christoph Schulte: The pure time savings for creating and processing will probably not be that significant. But because of the digital procedure, all departments are supplied with the required information more quickly and because of the central archiving, all information is available to all employees at all times. In addition, less paper will be printed, which will have a positive impact on resource and energy consumption.
Do you have any tips for other companies that are planning something similar?
Christoph Schulte: Check whether existing programs and processes can be used to save costs and avoid having to (unnecessarily) introduce employees to new procedures.
And do not work alone in a "quiet room", but rely as much as possible on the existing knowledge of the experts and involve them in the initial considerations. This way, acceptance will be greater when the innovation is introduced.