Today, we have the pleasure of sitting down with Nabeel Ahmed, Quality and Training Manager at the Emons Group, to gain insights into the company’s approach to problem-solving through its Shared Service Center – also known as Control Tower.
Nabeel, could you provide us with a brief overview of the Emons Group Control Tower and its significance within the organization?
Certainly, the Control tower, or CT, at the Emons Group, is a cross-functional team of individuals from various departments who chose to invest part of their time in its projects. CT’s purpose is to address what we call ‘wicked problems’ – complex challenges that demand collaboration from different areas and expertise. It plays a crucial role in problem-solving, covering a spectrum from a tactical to a strategic level.
What makes the Share Service Center, different compared to the conventional understanding of CTs?
Control towers in the supply chain are a very versatile concept. The various configurations available to set up a control tower are multiple. They come in different types, levels of integration, ownership, SLA focus areas, and geographical scope, and are involved in different parts of the supply chain.
As for us, we prefer to focus on problem-solving and believe in a people-centric approach. We structurally approach challenges. This is possible because of the cross-functional team that comes together. Ours is a smart way of working and digital tools and a data-drivenapproach contribute to accelerating it.
It sounds like a comprehensive initiative. Can you elaborate on the composition of the CT and the kind of projects it takes on?
The CT team counts representatives from multiple departments. Operational Account Management, Technical Fleet support, Insurance, Quality, Training, and IT. Requests can arise from anyone within the organization or from external stakeholders like customers or partners.
Can you give us an example of a project that the CT has worked on?
Sure. We recently worked on an end-to-end process that aligns different departments. The process included implementing an incident management process via an in-house application developed by the quality department. It is an application that enables a data-driven approach to incident management. Fleet managers played a crucial role in developing the process and the functionality of the app. The quality and operational account management teams combined to successfully implement the process and application within the organization through an active engagement of the users. We also provided clear video lessons explaining the philosophy, the process, and how to work with the app. The technical fleet support and insurance teams use reports generated by the quality team from the application to conduct investigations and initiate actions. The second phase of the project involved adopting additional tools to respond, learn and improve from incidents that take place in the organization.
On a parallel track, we brought together experts from quality and training management, technical fleet support, and content development teams to revise our training programs and make them more effective and engaging.
Would you say that the CT also contributes to enhancing the work and professional satisfaction of drivers?
The management’s strategy to build a driver-centric organization is fully incorporated into our way of working. Every project and initiative always consider the impact on our drivers. The primary focus is that our colleagues on the road must have the best possible professional experience.
In what ways does the CT support and improve drivers’ experience?
The CT acts as a bridge between different departments, streamlining communication and problem resolution. For drivers, this means quicker responses to their concerns and a more efficient problem-solving process. Whether it is addressing issues related to board computer use, training, or other operational aspects, the CT ensures that drivers’ voices are heard, and their challenges are met with effective solutions.
How does the CT align with the Emons Group’s philosophy?
The Emons Group places a strong emphasis on the well-being and satisfaction of its team. Keywords are efficiency, effectiveness and happiness. By fostering a collaborative environment within the CT, we ensure that our solutions are tailored to the human aspects of our operations. This approach contributes to a positive work culture where each member of the organization feels heard, supported, and part of a collective effort to overcome challenges. It aligns with our commitment to not only providing excellent service but also creating an environment where everyone feels valued.
What makes working within the CT appealing to you?
The CT is a hub of diverse expertise, making it easier to get inputs from different areas. It facilitates quicker responses, accelerating the process of problem-solving. It’s not about control; it’s about support and monitoring for quality. The CT setup ensures active collaboration across departments and enables the organization to effectively work on these complex challenges. I enjoy the challenge.
How does the CT align with the organization’s commitment to excellence in the international road freight industry?
The CT is a strategic initiative that embodies our commitment to excellence. It’s our way of navigating the complexities of the road freight industry by leveraging the strengths of our diverse team. It reflects our dedication to collaborative problem resolution, ensuring that we provide optimal solutions in this ever-evolving landscape.