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Grupo Bimbo, a global Mexico-based CPG company and the largest bakery in the world, was facing challenges in implementing higher safety standards across its 20 plants in 10 countries. The company's existing systems were unable to provide access and control over key insights such as safety incidents and investigations, progress of best practice SOP implementation, and real-time visibility and data into safety performance. This lack of visibility and control was hindering the company's ability to make proactive decisions to prevent workplace incidents and implement organization-wide changes.

The global brewery was facing issues with the receipt of brewing ingredients and materials. They were visually spot checking trucks that delivered these materials and often found mismatches between Bills of Lading, Ship Tickets, and even delivery locations. There were instances where they received the wrong materials or someone else’s materials which then hindered production and showed a lack of accountability. The company needed to accurately capture data and digitize processes in order to optimize operations. They wanted to collect and analyze quality data faster, and allow inspectors to report inconsistencies right away. They also wanted to provide quality managers and their teams with greater visibility and control over real-time data captured.

The global brewery was focused on product development, which resulted in the adoption of digital transformation processes taking a back seat. One of the major challenges was enabling operators on the floor to complete autonomous maintenance tasks, like clean/inspect/lubricate (CIL). The brewery had industry-standard CIL steps documented on laminated sheets of paper. However, these were rarely used and contained outdated images and information. There was no way to track if operators were completing the process or not – the data on CIL completion rates across teams and machines was inadequate. This resulted in a lack of confidence that the machines were being maintained at an optimal level and the inability to accurately track the completion of this critical procedure.

Scientific Drilling, a leading provider of directional drilling equipment and services, aimed to become the 'ultimate partner in wellbore placement'. To achieve this, they focused on tool performance, strategic cost reduction, and process optimization. Rob McKee, SVP of Manufacturing and Product Support, was tasked with driving the reliability component of these performance improvements. The team recognized the need to integrate in-depth data analysis into their repair processes at Scientific Drilling’s motor shops. They aimed for digital workflows for standard assembly, disassembly, and repair procedures, actionable insights and quick visibility into quality workflows, near real-time data collection during repair operations, 100% conformance to process standards, and measurable improvements in cost and reliability.

The company, one of the largest dairy manufacturers in the world, was facing hurdles in scaling its operations to meet growing demand. Outdated procedures and processes led to inconsistent data capture, impacting operational productivity, quality, and employee safety. The company's largest site produces different types of drinkable yogurts. For every batch of finished product, samples are sent to the quality lab for microbiology and physico-chemical testing. All lab results were recorded on paper and created large binders of data, which were then manually entered into SAP every 24 hours, leaving room for human error. The data reporting process took anywhere from seven to 30 days to uncover trends or identify if the production line was complying with quality standards. Additionally, a single safety inspector would walk around a production facility to conduct safety rounds and create Safety Behavior Observations (SBOs). These reports were filled out inconsistently and would sometimes get lost, resulting in considerable safety insurance premium costs.

Grupo Bimbo S.A.B. de C.V., the world's largest bakery, faced a lack of standardization across critical components of its safety program. This included safety incident investigations, safety observations, and good safety processes. The team identified an opportunity to improve safety performance by generating more insight into the safety program through standardizing operational procedures. They were already using Parsable Connected Worker® in the manufacturing side of the business and wanted to leverage this technology for safety. The challenge was to implement standardized safety program components in a multilingual environment across 20 plants in 10 countries.

Grupo Bimbo, a global Mexico-based CPG company and the largest bakery in the world, was facing costly inaccuracies within their delivery operations. After introducing third-party delivery platforms, they were spending thousands on remedying customer complaints. The company needed to identify the source of the complaints and gain a full picture of where they were losing revenue. However, their paper-based systems could not provide the critical and actionable insights needed, such as visibility into the journey between production, handoff, and delivery, sources of errors such as mismatched orders or damaged products, and identification of costly inefficiencies, such as production errors and waste.

ABB Saint Jean, a plant in the installation products division of ABB Group, was looking for ways to improve product quality and customer satisfaction, while driving greater efficiency in production. The plant recognized an untapped opportunity to harness and build upon the knowledge of its factory workers. They knew workers were key to uncovering what’s happening on the factory floor, finding solutions to problems and contributing to continuous improvement. However, the plant was facing a digital gap. The way they get their information and communicate had evolved dramatically in the past 15 years, but how they do things on the factory floor hadn’t changed in over 25 years.

Atlas Copco Wilrijk Oil-Free Division was primarily challenged by the proliferation of paper in quality control and during New Product Development, which led to inefficiencies in terms of time and costs. For example, checklists were not always filled out, causing a lack of traceability for the remainder of the production chain.

SANY America, a global equipment manufacturer, was facing challenges in performing mixed model assembly of complex equipment. With the introduction of additional excavator models and a rapidly expanding workforce, the company needed a reliable and efficient solution for quality inspections. The inspections had to be thorough and efficient, even when performed by newer employees, to catch and address any supplier, assembly, or paint issues. Any issues found needed to be documented thoroughly and communicated quickly and accurately for corrective and preventive action. Detailed reporting on up-to-date quality performance was critical to drive quick and focused improvement.

The Site Service Group used the Resco-based Microsoft Field Service Mobile app. Its customizability allowed the company to build an app that suits all their specific needs. When they found out that the app will be discontinued, they stood in front of a though decision. Covering complex network infrastructure in Norway — a country with many hills, valleys, and fjords — was one of the biggest challenges. The Site Service technicians are often sent to areas only accessible by helicopters. Moreover, they must do their job with limited or no connectivity. To make it extra difficult, they must combine lots of technical knowledge and experience with acrobatic skills. Climbing atop several dozen meter tall communication towers is considered a routine operation. This extra vertical mile the technicians must go daily required finding a balance between using a device that is small enough to fit in the palm of a hand but one with a big enough form factor to do the job quickly right on the spot.

Southern States Toyotalift, a manufacturer and distributor of high-quality forklifts and other machinery, was facing a challenge with its sales process. The company heavily relied on on-site offline sales, which involved managing thick folders of sheets for every order. This process was time-consuming and inefficient, leading to wasted work time and money on laborious digitization. The company initially attempted to develop an in-house app to streamline data collection, but after a long development period and significant expenditure, they found themselves back at square one.

Alectris’s field site engineers fill thousands of work orders globally each year. They spend most of their time in the field, performing preventative and corrective maintenance. They take care of hardware made by various producers; the assets are very complex. The field engineers need to resolve issues quickly and efficiently, ideally on their own, without engaging anyone else. They need robust onboarding and swift access to manuals and documentation to do that. Senior and junior engineers need to share information on how to proceed with tasks. When a senior engineer leaves the company, their tribal knowledge must be retained. Alectris has used Microsoft SharePoint to keep some manuals and documentation in one place. It had several disadvantages. The engineers need to access everything on the go. They could not reach the cloud drive when they were in a place with low or no connection. The manuals and documents were uploaded by backoffice staff. They didn’t have a perfect overview of what the engineers needed. Some simple tasks were not documented. They have raised questions from junior engineers and kept the seniors busy answering them.

Samaritan Health Services (SHS), a regional network of Oregon hospitals, physicians, and senior care facilities, was facing a challenge in maintaining compliance with all governmental mandates. The organization had a small compliance department, headed by Corporate Compliance Officer Colleen Fair, which was responsible for ensuring compliance for all 5,000 SHS employees. The department was using a toll-free hotline through a third-party service for anonymous employee reporting. However, this service had limitations as it lacked web-based reporting functionality and a case management system that would allow compliance staff to add data from conversations that did not come to her attention through the hotline.

Eggleston Services, a non-profit organization providing services for individuals with disabilities, was facing challenges in tracking records against two major goals - ensuring the safety and security of their employees and the individuals they assist, and maintaining the facility’s accreditation via the Commission on Accreditation of Rehabilitation Facilities (CARF). The organization was using a cumbersome and outdated paper process for case management, which was not consistent and did not provide meaningful reports for use by senior management and outside agencies.

Endesa, one of the largest electric power companies in the world and Spain’s largest utility, needed to implement corporate governance mechanisms in response to mandates. However, for Spain’s largest electric utility, a mere hotline was not sufficient. When Endesa began searching for a reporting mechanism that could handle sensitive ethics and compliance issues around the world, the company turned to NAVEX Global. Initially, it was a federal mandate that led Endesa to consider an external hotline provider, but the company quickly realized that it made good business sense to use the hotline as part of an enhanced set of internal controls and reporting options.

Fulton Financial, a mid-sized bank, wanted to take a more proactive approach to risk. The company needed a system that would increase employee confidence, provide insight into trends indicating risk issues, and facilitate inter-departmental collaboration to address concerns. Fulton initially used an internal system to meet federal requirements and identify fraud exposure. However, this system did not inspire confidence among employees, had limited functionality, and was difficult to staff. The company sought a more efficient solution.

Jefferson County Public Schools (JCPS) is a large school system with over 100,000 students and 155 schools. With a budget of $1 billion, the school system is committed to safeguarding every taxpayer dollar. However, with over 18,000 employees, there is always a risk of financial misconduct or fraud. The school system needed an effective means for employees to report any concerns they may observe regarding misconduct, financial fraud or other issues. They were looking for a hotline and integrated case management system that would be flexible, high quality and easy to work with.

TELUS, a national telecommunications company in Canada, was facing a challenge in managing its ethics and compliance program. The company's hotline reporting system was limited and inefficient, with reports going directly to a single desk and being tracked via spreadsheets. As a small department, providing 24/7 access, multilingual capability, and online access from anywhere in the world was a significant challenge. The company needed a more structured, centralized approach to ethics and compliance that could efficiently identify and resolve issues. They also wanted to encourage employees to adopt an 'ask first, act later' mentality towards ethical challenges.

Texas Roadhouse, a restaurant chain headquartered in Louisville, Kentucky, was in need of an upgrade for its in-house hotline system. The company had always stressed the value of a fun work experience for employees, but that experience was sometimes affected by behavior that went against the company’s values - including issues of ethics, discrimination or other negative behaviors. In order to identify and prevent those issues from happening, the company provided an employee hotline and kept track of cases using hand-written notes. However, this system was not ideal and the company had outgrown it. They decided to find a vendor that was best-in-class for their industry.

The E.W. Scripps Company, a diverse media concern with interests in newspaper publishing, broadcast television stations, and licensing and syndication, was facing challenges in encouraging employees to report ethical issues in the workplace. The company had a company-run hotline for issue reporting and managed the cases with a spreadsheet and paper file system. However, this approach posed challenges that Scripps decided to solve by outsourcing. The company wanted to gain a more consolidated view of what was happening in the company.

At the end of 2010, Conn’s Vice President of Enterprise Risk Management Byron Smith began searching for a world-class provider to help address hotline and communication opportunities with its associates. Conn’s sought a solution to replace three different hotlines across the company and corral hotline information into a single repository for analysis to provide its more than 4,000 associates additional methods to report on issues and events within the organization. The company’s previous system didn’t combine all the information; it simply handled each report on an individual basis without an overall systematic approach. Additionally, the team wanted to ensure that they could effectively capture a few key pieces of information with regularity.

Rubio’s, a restaurant chain with over 200 locations and 3,250 employees, wanted to increase its understanding of the risks it faced. The company was particularly interested in improving the way employees communicate their concerns to management. Rubio’s already used NAVEX Global’s hotline to meet federal whistleblowing standards, but it was intended only for reporting major ethical issues. The company wanted to expand the use of the hotline as a comprehensive communication tool for reporting anything that might compromise the wellbeing of employees and other stakeholders. This would provide greater insight into potential financial misconduct and other risk issues.

The Texas A&M University System, one of the largest and most complex systems of higher education in the United States, was facing a challenge with its hotline systems. The hotlines, which served various purposes such as providing a confidential place for employees to clarify policy and report concerns, were scattered throughout the A&M System. There were hotlines for security, student safety, research impropriety, human resources, ethics, and financial fraud, among others. However, these hotlines were managed by each of the universities and agencies within the A&M System, resulting in a lack of a big picture perspective. The university system realized that it should track these risks as a system rather than piece by piece, but each university still needed to manage its own sub-set of issues.

Eastern Idaho Regional Medical Center (EIRMC) was struggling with their manual policy management system. The process was time-consuming, costly, and inefficient. The hospital was spending over $14,000 per year on policy committee meetings alone. Additionally, the Joint Commission's evolving view of policy and procedure management increased the need for a more efficient system. The commission now expects organizations to not only have policies in place but to use these policies to drive their practice. This new requirement made it more important than ever for EIRMC to have their policies easily accessible, well-organized, and not in conflict with one another, which was difficult to achieve with their manual process.

Methodist Healthcare System of San Antonio (MHS) was using a document management system that was not efficient. The system used primitive search methods, did not support uploading of documents and routinely lost or truncated documents within the system. This caused great difficulty during essential Joint Commission surveys. The Joint Commission audits identified areas of weakness in MHS’s policy management system. Surveyors discovered that employees could not find documents in MHS’s electronic policy manager and some policies were not kept current. Additionally, policy documents were difficult to find and difficult to edit. These shortcomings alerted MHS officials to the need for improved policy management.

The Milford Police Department (MPD) was struggling with an outdated policy and procedure management system that relied heavily on paper folders. This made it difficult for officers to locate documents and determine if they were current. The system was not in line with state accreditation standards, which required a more efficient and organized method of managing policies and procedures. The department needed a solution that would allow them to easily access, track, and archive their policy documents.

Ocwen Financial Corporation, a large mortgage company in America, was facing a demanding regulatory environment. The regulatory expectations in the financial services industry had risen dramatically, and the company was held to a high bar. They faced regulatory demands that required a new, more robust governance process for the company’s policies. They needed a solution that would meet the demands of regulators as well as deliver significant business value. The company realized that their current tools would not be sufficient to satisfy their business needs. They needed a program built for policy management so they could manage all of their company’s policies and procedures consistently and efficiently.

Island Hospital’s accreditation process requires them to keep detailed records on hospital procedures – including violations and remediation. After receiving the emails, department managers and safety officers would exchange dozens of emails discussing how to address the violation. “We would accumulate 40 to 60 emails per issue. We were burying critical information – and sometimes staff wouldn’t take action because there were no clear next steps.” said Sheikh. “It was a very chaotic and disorganized process.”

When Jeff Killeen stepped into the role of the first Chief Compliance Officer at Bumble Bee Seafoods, he had a tall order in ahead of him: consolidate and place as many compliance functions as possible under one roof. The largest branded shelf-stable seafood company in North America, Bumble Bee has more than 1,500 employees and operations spread out from its headquarters in San Diego to fish suppliers in Southeast Asia. Killeen needed to formalize the company’s ethics and compliance program to address Bumble Bee’s specific industry complexities, resonate across the company’s global operations, use resources conservatively and wisely, and most importantly, help the company maintain a culture that supported business values as well as objectives.