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.

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 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 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.

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 The document control policies were hard to manage due to outdated policies and forms that needed archiving.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.

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.

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.