Interview with Robert Tordy about the process optimization in his area R&D
Interview with Robert Tordy about the process optimization in his area R&D
Robert Tordy, Director Research and Development has introduced a "Learning Company" and a project management system.
CU: Mr. Tordy, you became the Director of Research and Development (R&D) in May this year. Last time we talked, you told us about your goals – have you scored some early wins already?
RT:
Yes, you could certainly say that. We have already been able to accomplish much of what we had set out to do. Thanks to some restructuring in the R&D area, all staff members are now working in positions that best match their skills, where they are most effective and feel most at home.
The so-called “Learning Company” was an idea that was very well received – younger employees benefit from the expertise of the more experienced co-workers and vice-versa. To share knowledge and rely on one’s own resources – that is what helps all of us. This gave everybody’s motivation an enormous boost, and everyone is now really committed to his/her job.
CU: Another novelty is the project management system that is being rolled-out in your area of responsibility. What are the details?
RT: We want to optimally manage all of our internal and external projects. Of course, this requires knowledge of individual processes, where there is potential for improvement, and which processes are already running at their best. To this end, we have established the Project Management department that implements the project management system. This department is intended to act as a separate institution that captures and monitors our work and identifies potential for optimization. Our goal is to have all tasks that our staff work on monitored by the system in order to deliver even higher quality and become yet more efficient. This applies to equally to our internal projects and our external ones.
CU: What does this mean in practice?
RT: First of all, our staff are trained so that they understand the system’s advantage and can act accordingly. In addition, there are some staff members that we train to become methodically skilled project managers. They spend a lot of time familiarizing themselves with the project management system and are responsible for adherence to project schedules and optimisation of the processes. As a bottom line, we could say that everyone benefits from this system: staff members know exactly what to do when, and what their priorities are, as we have also redefined these priorities. Nothing is simply dealt with “in passing” any longer, and this makes work a lot easier. Ultimately, the customer will also benefit from this procedure.
CU: How exactly? Where is the customer’s benefit?
RT: Our customers benefit from optimised processes that are the result of this system. In the end, we deliver the highest possible quality with reliable deadlines.
CU: The system is still in the roll-out phase. When will it be fully operational?
RT: A project management system cannot be implemented overnight. Several co-workers and myself have already accumulated experience with such systems, it simply takes time. After about 4 months’ development we are now gradually integrating the project management system into our daily routine. I believe that in around half a year everything will be working as we intended it to.
CU: Mr. Tordy, we wish your area of responsibility every success in this project. Thank you very much for the frank interview.
CONTROL unlimited November 2010