Intelex

Community Memorial Health System, a not-for-profit healthcare provider, was struggling with managing a large amount of files and documents across its two hospitals and twelve family-practice health centers. The document control policies were hard to manage due to outdated policies and forms that needed archiving. The incident reporting system was also outdated, leading to low reporting rates as it was not user-friendly and was not available across their 12 clinics. The healthcare provider needed a modern system to manage policies and documents, streamline incident reporting across the business, and improve visibility across their multiple offices. They also required a solution that included training management to improve efficiencies and replace the paper-based process they were using.

Metso faced a challenge in implementing standardized health and safety practices across all its locations. The company needed a system that would allow its Global Health & Safety Team to effectively monitor health and safety issues and practices remotely and in real-time. Additionally, Metso wanted to measure safety practices and results from different locations relative to one another. The company aimed to improve health and safety practices and performance by targeting locations that required the most improvement.

Air Liquide was in need of a new quality management system to replace their internally developed software. They wanted a system that would support and maintain their ISO 9001 certification and could support the organization’s internally developed Industrial Management System (IMS) initiatives. The company also required a system that could be customized to meet the nature and specificity of their business. Furthermore, they wanted a system that would enable employees to take ownership over their work, allowing them to view feedback and follow up on various business processes such as tracking customer complaint and resolution processes.

The Smurfit Kappa Group, a global leader in the paper-based packaging industry, was facing a challenge with its safety incident tracking system. The company operates dozens of manufacturing sites across the UK, each using their own variation of a paper-based safety incident tracking system. This disjointed approach was inefficient and inconsistent. The company wanted to implement a web-based, user-friendly software system to track and manage their safety incidents consistently across their UK manufacturing sites. The system needed to be accessible to all employees at each site and allow them to easily record incidents, hazards and near-misses. Management also required monthly reports from each site containing metrics such as Days Since Lost Time Injury and Accident Frequency and Severity Rates.

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.

Nexteer Automotive, a leading Tier 1 supplier in the automotive industry, was using a technology provider to manage their database of suppliers, record product defects, and track their resolution. However, this system was a source of frustration due to its inflexibility and the time-consuming process required for even minor configurations. As their contract renewal date approached, Nexteer began to look for an alternative software solution that would be more time and cost-effective, scalable, and capable of handling their structure, and would provide them with the reporting capabilities they required.

Cermaq was looking for a Quality Management Software System to help ensure the quality of their products. The company felt it could improve the handling of customer claims more efficiently and effectively. Handling multiple currency rates was slowing down response times, and an inability to customize parameters when logging incidents was preventing staff from analyzing crucial details and root causes as robustly as they would have liked. It was important that whichever system the firm chose would work as seamlessly as possible across its global footprint. This approach aligned with a company vision of a smoothly operating global entity that drives efficiencies and savings. Cermaq was also looking to improve on certain aspects of their Quality workflow that leaders realized were less than optimal. It included lessening the amount of manual work involved in getting data into their systems.

Campbell Soup Company was operating with an Environmental Management System (EMS) that consisted of 7 stand-alone systems, each addressing a different aspect of their environmental management program. This fragmented approach was causing inconsistent documentation, limited access to data, time-consuming data gathering and dissemination, and an inability to assess the overall compliance of individual locations and the company as a whole.

De Beers Canada was in need of a robust management system to maintain its ISO 9001, ISO14001 and ISO 17025 certifications. The company also wanted a system to track and manage compliance with the OHSAS 18001 standard. The existing paper-based processes were inefficient and the company wanted to implement an electronic system to streamline information, minimize inefficiencies and improve organizational communication. The company needed a system with the customizability and flexibility to meet the overall needs of the organization as well as individual users’ needs.

PostLinx was aiming to attain ISO 9001 Quality Management System certification in a timely manner and sustain the certification thereafter. The company wanted to effectively track and report nonconformances and ensure all nonconformances/corrective actions were adequately managed. They also needed to centrally maintain all relevant documentation to facilitate the consolidation of information, ease of sharing information, and make the most up-to-date information available for each user, all within a single system.

The company was looking to implement a new environmental management system to replace its existing laborious non-web-based software. They required a system that would support and maintain ISO standards, manage and track all documents, and foster internal correspondence. The challenge was to get all personnel, from ground-level employees to senior management, engaged in utilizing the new software system. They also desired a streamlined message center that would allow for organization-wide correspondence. The system needed to be easily navigated by all employees, in all systems and modules.

Servisair, a global aviation services provider, was struggling with disparate methods of managing training across its 175 locations. The lack of a centralized system left the company vulnerable to noncompliance risks, as there was no global oversight. The company needed a system that could track, monitor, predict, and report on training requirements and compliance across all locations. Each location needed to maintain autonomy in controlling and delivering its own training, but there also needed to be visibility at the global level. Servisair was also interested in a solution that could eventually be expanded into a full Quality Management System.

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.

The electric transmission company faced several challenges. They wanted to effectively track nonconformances and ensure all nonconformances/corrective actions were adequately managed. They also needed to track and measure key performance indicators to evaluate the success of various organizational efforts. The company wanted to implement a system that would allow for complete control over the creation and distribution of documents. They required a system to adequately document and report organizational functions to comply with Governmental legislation (Bill 198). Lastly, they required a flexible solution that would adapt to support future growth and development of the organization.

BA Blacktop wanted to streamline and unify their Quality and Safety management programs to improve processes within their existing system and create a centralized place where all activity could be tracked and monitored. They needed a solution that was modern, robust, effective and user-friendly in order to effectively track all related activities, provide real-time data in reports and dashboards, and increase visibility for upper management.

Ferro was in need of a single system to track training and safety incidents at one location. They wanted a software system that would enable them to take a proactive approach to training and safety management. The company needed a system that could capture data and effectively report the data in order to develop relevant training and incident management strategies. They also wanted a system that utilized a user-intuitive interface to maximize end-user adoption.

GSI Technologies, a printing company, was facing several challenges related to quality management. They needed a streamlined management process to effectively capture, track, and interpret quality nonconformance data. Their existing document control system was manual and required automation. As the organization was planning for evolution and expansion, they wanted to determine the success of their quality processes. They also needed a means of benchmarking data to facilitate target setting for 2009 and subsequent years.

The company wanted to become TS 16949 certified in a timely manner and required a solutions-focused company to determine their needs and create a solution to best meet their needs. They required an automated document management system to replace the redundancy and inefficiencies of their paper-based system. They also wanted to employ an automated nonconformance reporting system to streamline their related business processes. The company needed a system that could effectively sync the interrelated activities at three separate plant locations.

MN Pets, a small mobile veterinary practice, was facing the challenge of maintaining records on narcotic drug inventories and usage for the Drug Enforcement Administration (DEA), in addition to veterinary medical records for patients. They had outgrown their Excel spreadsheets and needed a centralized software solution that would allow real-time connection for multiple users, simplifying their processes and recordkeeping. It was also necessary that the solution be user-friendly and easily implemented with minimal technical knowledge and minimal ongoing support. The off-the-shelf and custom-built solutions that MN Pets encountered were too inflexible or too complex for their requirements.

Rapid-Span, a provider of transportation infrastructure products, was facing challenges with its paper-based system for managing and reporting on nonconformances (NCRs). The system lacked real-time data access and visibility into the status of corrective actions. The paper-based system also posed a risk of documents getting lost or overlooked. Preparing reports for management was a time-consuming process that involved manually counting and categorizing nonconformances. Rapid-Span also wanted to simplify compliance with ISO 9001 and the Canadian Standards Association (CSA) certification they held. The company undergoes regular audits to maintain these certifications, but they were looking for a solution that would save time and hassle and take them to the next level, beyond basic compliance.

The industrial auctioneer company faced several challenges. They wanted to implement an easy-to-use, streamlined system to manage and track all compliance-related documentation. They required a more organized and efficient way of providing reports on various activities to the appropriate departments. They also wanted to introduce a quick and standardized process for license and permit applications. The company needed to implement a more transparent working environment, making all documents and company-related files viewable to the appropriately designated people. They desired a shift from a reactive approach to a more proactive one.

The university was seeking to comply with ISO 14001 standards, with the potential for future certification. They needed a system that could effectively identify and resolve regulatory noncompliance and eliminate unnecessary administrative inefficiencies. The university wanted a robust system that could manage not only internal objectives, but also external regulations such as OSHA and fire inspections. They needed to ensure that all internal compliance inspections and external audits would be passed in the short and long term. The university required a system that could support the growth and evolving goals of the organization.

The biotechnology firm was looking to become ISO 9001 compliant to facilitate potential certification in the future. They needed to implement a Quality Management system for approximately 150 users to stabilize the company’s business processes. The firm was also looking to replace paper-based processes and eliminate inefficiencies when creating and distributing relevant documentation. They required a system that would ensure criteria is met regarding acceptable documentation by the FDA (CFR part 11). The firm also wanted a system that could support the reorganization of the company and its evolving needs.

The Canadian pipeline company was seeking a means of improving efficiency in processing integrity concerns, including health and safety issues. They required a reliable system that could withstand the scrutiny of an external auditing process. The company also needed a way to make internal documentation and procedures accessible organization-wide. They desired a system that could encompass health and safety standards while ensuring overall regulatory compliance.

U.S. Sugar was in need of a flexible and customizable electronic system to streamline and automate safety management processes, thereby limiting the possibility of human error. They required a system that could interface with the organization’s current data systems to efficiently manage safety management processes such as injury reporting, workers compensation claim management, and incident investigations. They also needed a better system for maintaining OSHA 300 Log and a “one stop shop” EHS data management system that could be used for dashboards, trend analysis and the comparison of internal measurements and targets with industry standards.

In 2011, Versabar decided to expand their ability to serve their market by pursuing ISO 9001 certification for their business. However, managing the complexities of ISO certification was proving difficult, particularly because Versabar was managing information from multiple locations. They initially started the process with a paper-based system. They required a software solution to streamline both tracking and reporting of nonconformances and corrective actions across the enterprise for both their products and their processes. They further expanded these requirements to include supplier management capabilities, which was a natural extension of the original requirements that had been identified.

Virgin Atlantic Airways Limited (VAA) was looking to replace its separate and disparate incident reporting processes with a single streamlined application that could be accessed by anyone across the entire company. The company required a system that would present a single view of each incident report, allow incidents to be linked to real-time information on flights and employees via web services, and be able to populate certain fields based on that information. The system would also need to be flexible enough to capture varying incident data, where each department could manage its own types of incidents, but also where the incident outcomes, closing comments, causal factors, and all actions taken in relation to the incidents, could be maintained within a single record.

Boral Bricks’ motivation to implement a training management system came from upper management’s desire to nurture the company’s internal safety culture. The Boral Building Products division wanted to train and quiz employees on standard operating procedures, hazardous tasks and safety policies to increase safety awareness. They needed a user-friendly system they could administer themselves and that could be used to train several hundred employees across the country, from customer service and sales reps to employees that work in the distribution yards.

Subaru Canada, Inc. was struggling with an inefficient training process that relied on a folder and spreadsheet system. With multiple offices across Canada, it was essential that the training requirements and materials be available to all employees in a centralized location. The company wanted to transfer the ownership of department-specific training from HR to the department managers for accurate tracking. The goal was to find a solution that would simplify the training process, save time, achieve successful audit results, and meet the requirements for ISO 14001 certification.

The Provincial Ministry of Environment was seeking to attain ISO 14001 Certification. They required an Environmental Management System (EMS) solution that could manage the provincial Forestry Program, including tracking, monitoring, and evaluation to minimize any environmental impacts. The Ministry also needed a tool to efficiently manage and consolidate all compliance-related documentation, ensuring that the necessary employees from across the province could access the most up-to-date information. They wanted a system that would help each user manage their tasks, ensuring all time-sensitive activities were completed on schedule.

In 2010, Agnico Eagle began searching for a formal EHS Management System that would work with them to apply best practices in accident management. Their Excel spreadsheets had become inefficient and Agnico wanted to centralize their approach to training, incidents, inspections and other critical business activities. This would simplify the process of individual sites reporting back to corporate on their environmental, health and safety data, and would allow the company to access real-time information and build real-time reports that top management could use to act upon their commitment to accident reduction. Agnico Eagle also needed a system that would accommodate multiple languages across their site locations.

The city needed to establish an environmental management system to meet its internal goals. It sought to achieve 100% compliance with all internal and government environmental rules, regulations, and permits. The city wanted to employ a compliance management system as a tool to facilitate an effective environmental management process. This included maintaining necessary documentation, completing all required tasks, keeping up to date with permits and permit fees, internal audits, and the creation and submission of reports. The city also needed the ability to sustain environmental compliance in the short and long term and provide compliance assessment and assistance to all city facilities.

The Town of Ajax was struggling with a paper-based document management system that had become an administrative nightmare. The municipality was maintaining 27 sets of binders across their departments with hard copies of their ISO 9001 quality documentation. Every time a document was created, edited, or updated, 27 copies had to be printed, distributed, and added to each binder. This process was not only time-consuming but also led to a lack of version control, disparity across the departments, and last-minute scrambling to ensure audit preparedness. The municipality needed a system that would allow them to better manage their ISO 9001 documentation, including operating procedures, work instructions, and related forms.

The Wine Group, a global wine company, was facing challenges with managing Environmental, Quality, and Health & Safety activities as their employees were using different systems. This led to a lack of centralization and standardization of processes and data. The company wanted to implement a centralized software solution that would unify all their performance data and standardize common processes. The solution needed to be user-friendly and support a high level of transparency into their performance metrics with the ability to output data in reports and dashboards easily available to upper management.

The City of St. Albert, the 5th largest city in the province of Alberta, was seeking an integrated management system to help them achieve their short term goal of meeting requirements for ISO 14001 certification and their long term goal of ensuring operational efficiency and excellence. The first step towards ISO 14001 certification required the City of St. Albert to streamline internal processes and data management across the City’s departments, beginning with Transit and Public Works. Before Intelex, the majority of the City’s documentation, tracking, and reporting lived on paper, in disparate spreadsheets, or in the municipality’s in-house system. This resulted in lengthy processes to find the right document and at times turned out missing or inconsistent data fields. The City of St. Albert knew they would need to standardize their approach to environmental management by automating the collection, storage, assessment and reporting of environmental data.

Moss, a leader in the construction business in America, was looking for a fully integrated safety, risk and claims management platform. The company needed to integrate its dispersed and siloed data into a single database. They could use it to extract knowledge that could be used to understand what was happening in the business and to identify opportunities for improvement. Legacy manual systems simply would not allow Moss to be predictive and achieve the kind of growth rate they were seeking. Moss’ Safety Management System had a good foundation, but lacked comprehensive and analytical views – including the ability to assess incidents and claims together. It also did not have predictive analysis capabilities. Moss wanted to move to an SMS/RMIS (Safety Management System/Risk Management Information System) that provides a more integrated view of a working environment.

In 2010, Agnico Eagle recognized a need to improve environmental health and safety (EHS). It was using paper-based spreadsheets to track incidents, inspections and other critical activities and had no real-time capabilities to act on data. EHS staff at Agnico also needed to quickly get data in the hands of executives to speed up EHS project approvals. And, with locations throughout the world, a tool that could accommodate multiple languages – particularly Finnish – was a must.

SUEZ North America, a company responsible for treating 560 million gallons of water and over 440 million gallons of wastewater each day, faced challenges in managing facilities of different ages and stages in building and equipment maintenance, supervising and engaging employees who have not received comparable training, and aligning often varied safety missions and cultures. Accurate incident reporting and data management was key to improving health and safety for workers and satisfying maintenance and operations demands at the many facilities SUEZ manages. Initially, the company used spreadsheets to capture, report, analyze, and correct hazards. As its client list grew and new software and technology became available, SUEZ realized a paper-based approach to incident management had become cumbersome and ineffective.

HelloFresh, a leading global provider of fresh food at home, was facing challenges in optimizing customer experience and improving supplier relationships. The company works with hundreds of suppliers and its product—meal kits— is perishable. This unique business model required a reliable supply chain to ensure the delivery of meal kits to millions of Americans. The company also aimed to become an industry leader by going above and beyond industry standards and anticipating future needs and requirements. However, the process of growth and transition from a small startup to an industry leader was not without pain points. The company needed to enhance its approach to processes, standard operating procedures (SOPs) and corrective actions for nonconformances.

Cory, a leading waste management, recycling and energy recovery company in the UK, was overly reliant on paper-based forms and checklists, making it difficult to meet current demands while planning an expansion of the business. These paper-based forms needed to be scanned and emailed to a central team who cut-and-pasted relevant information into an Excel spreadsheet for basic analysis. This process was time-consuming, costly, and did not allow for data to be seen in aggregate or in context. The company needed a solution that would streamline data collection, improve visibility of operations, and foster a culture of continuous improvement and awareness.

Kloeckner Metals Corporation, a full-line manufacturing, production and service center business specializing in metals industries, was seeking a solution to streamline its processes and make it easier for branch operations to meet the company’s environmental health and safety (EHS) objectives. In 2017, the company was using multiple EHS systems to track incidents, perform corrective actions, hold safety meetings, perform job hazard analyses, and run other EHS programs. Each system was disparate and there was no interoperability. Kloeckner wanted to consolidate these workflows, close the loop on both corrective actions and audit recommendations, and enhance its overall EHS processes.

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.