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Results
- Accessible: user-friendly system encourages active participation.
- Efficient: centrally stored, easy to find and share knowledge improves collaboration.
- Up to date: employees actively contribute to keeping documents up-to-date.
- Future-oriented: foundation for effectiveness and quality, social intranet integration in development.
Used product(s)
Any questions?
VIVISOL Netherlands provides medical support products and services in people's homes. In the run-up to ISO 9001 certification, Quality Manager Levi Wolters and his colleagues come to the conclusion that the information and documentation required for this is not always easy to find. Time for a more structural approach and accessible supporting software that ensures that quality is also widely accepted outside the quality department.
About the client
From diagnosis to therapy, VIVISOL collaborates with healthcare providers and patients, taking an approach characterized by a human and personal touch. Committed, knowledgeable, and enterprising, VIVISOL employees make a difference. But to do this, everyone must know how to consistently deliver products and therapy support at the same high level in a home setting.
Levi: "We had an old documentation system that looked somewhat like a Wikipedia page. It didn't attract some of our colleagues to actively use this system. And that also meant that colleagues had questions about whether the information was still complete and current. I, as a quality officer, also lacked overview and insight. That hindered me from having a conversation with colleagues and team leaders about quality and constantly improving it."
The challenge
“Our starting point was that we want to organize our service in such a way that it can structurally grow along with customer expectations. Moreover, we want to be able to centrally record the knowledge that is in the heads of colleagues and make it available to the organization. The quality management system we were looking for for this had to be able to do more than just make information available. We were looking for a super user-friendly system that supports team leaders and employees in all areas and also encourages them to work on the subject of quality themselves.”
All processes and work agreements are above board with two clicks. No scraps, no bits of information in emails, WoodWing Scienta is the basis with us.
“Every colleague is an important link in our organization's processes. We all need to have information relevant to us and the ability to make improvements ourselves. Think of updating outdated documents, removing non-relevant information, and tightening process descriptions. Without compromising the information structure set up.”
The solution
“During the selection process, WoodWing Scienta stood out head and shoulders above the rest in terms of usability. With that, the subject of quality also started to live much more outside our department. Prior to the first pilot, we developed an information structure and dashboard with a number of colleagues and seniors and prepared the necessary documents. Then the employees in the training department were able to start working with the system themselves. Via a feedback button on the WoodWing Scienta home page, they could pass on feedback, ideas, and problems to us in an approachable way.”
With WoodWing Scienta, we keep the knowledge and documents relevant and up to date and everyone can actively contribute to the continuous improvement of the quality of our products and services.
“The quality department was concerned with facilitating the team leaders and the teams themselves. The team leader is the department's point of inquiry, where people could fall back on us if required. This immediately gave the quality department the support role we envisioned for the end of the project and ensured high adoption of the system. This is how we rolled out WoodWing Scienta department by department.”
The result
“The biggest eye-opener of the WoodWing Scienta implementation? That, in retrospect, the intensive task ahead of us turned out to be not so bad. The team leaders and seniors saw the importance and benefits of the system for their own departments and really picked up their roles. The first phase of the implementation was characterized by positivity, interest, and dedication to optimize the added value of the new system together.”
“With WoodWing Scienta, we laid a solid foundation for efficiency, effectiveness, and quality. Every employee can easily find out what the work agreements are and what checks are required before you can start a certain therapy or delivery of a product. Because I can now see how processes run, I can think along how we can improve them and add more value that way.”
WoodWing Scienta allows us to live up to our core values – committed, knowledgeable, and entrepreneurial – in every way.
“With WoodWing Scienta we record our business knowledge in a structured way, but it is definitely not a static entity. Every employee can suggest changes and additions via the system itself, without the ‘classic’ piles of paper and rigid bureaucratic structures. This keeps the knowledge and documents relevant and up to date and ensures that everyone contributes to continuously improving the quality of our products and services.”
The next step
“As we make more and more information available through WoodWing Scienta, it is also time to start deploying the associated social intranet. After all, in addition to actively sharing knowledge, we also want to add a social aspect. This provides an additional reason for employees to continue to actively use the quality management system, even if they have been working there for five years and know exactly what their work instructions look like.”
“In addition to identifying potential improvements, we also want to start creating a place to bring together things that are going well. Successes, compliments, best practices – for learning and inspiration. Quality management is quite a serious business, but of course, it should also have an element of fun.”
Levi's tips
- Before you start, draw a picture of what you want to achieve with the system. In our case, it was ‘bring together knowledge of departments from heads of employees centrally’. This picture keeps you focused and makes it easier to explain what you are doing, why you are doing it, and what you expect from the other person in the process.
- Choose an ambition that is realistic and that every employee in the organization can identify with. As a quality department, we would have loved to immediately put laws and regulations into WoodWing Scienta, but deliberately chose to do that at a later stage. This allowed us to focus on information that adds value for all of us.
- Don't roll out the system all at once throughout the organization, but work incrementally. That way you keep an overview and the whole thing remains manageable.
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