CHALLENGE
Clyde Bergemann is a global manufacturer of boiler cleaning solutions for power markets. An ISO 9001:2008 certif cation uncovered def ciencies in the way the company managed job quality. The problem stemmed from the company’s ERP system – it could handle the key functions, but it did not closely align to their business.

As a result, employees and departments created standalone databases to perform various business functions. These silos of information – often isolated spreadsheets – complicated the ability to get information to the right people at the right time. Because there was no standard data and reporting structure for customer issues, identifying and resolving quality problems was cumbersome.

SOLUTION
Clyde Bergemann realized they needed better visibility into their business processes and a mechanism to manage quality across all departments – especially customer issues that touched purchasing, receiving, inventory management, work in process, shipping, and customer installs.

TwinEngines analyzed all the quality workf ows – from identifying processes, the people involved, the interactions between departments and customers, and the f ow of information that supported the processes. Through this acrossthe-board audit, TwinEngines organized all quality related actions, and standardized on a common data and reporting structure.

Each quality-related action was mapped, including audit f ndings, deviation requests, corrective/preventative action requests, customer service requests, field service requests, engineering change notices, nonconformance material reports, requests for repair-refurbish-replace and RMAs. Automatic routing of tasks, notif cations and audit logging were built into the workflows.

RESULTS

TwinEngines developed a Quality Management System built around a Visibility Platform with ERP integration. The new solution embraces automated workf ows, routings and audit logging, quality actions visibility, and connections to Visual ERP data and transactions.

Every employee now has a view of their own quality actions, the approvals needed, and follow-up activities. Whether a part is in inventory, in production or ready for shipping, employees have access to the quality information at the time and place they need it.

Employees now have a complete picture of quality in real-time with visibility of business processes across all departments.