Level III Process Improvement Award Winner
Testimonial 1
Courtney, just want to tell you that you are doing a GREAT job.
Bill Sikma - Stolt Nielsen Tank Containers
Testimonial 2
The decision to transition the Stolt business to the NPC was to streamline the documentation process. The NPC offered our services to complete the documentation preparation and BL print process in this location as the majority of the BDP Operational accounts have their documentation prepared and completed by the NPC. By having the Stolt documentation team in this same location, we expect and are beginning to minimize any potential delay with issue resolution.
Courtney was nominated for the Documentation representative to manage the Stolt Bills of Lading; however, she quickly assumed the role of the lead contact party for all Stolt records managed by BDP and BDP/Houston (Legacy Elite). There are three individuals on the Team, however Courtney has and continues to push through all obstacles to accommodate the customer. She continues to work closely with Stolt and our Operating divisions to ensure we are able to print and close out these records within the performance criteria. She is a forward-thinking employee, who demonstrates her leadership qualities on a daily basis.
Some of the obstacles experienced, as in any transition, is gaining the knowledge and execution of all process requirements. In addition, a successful transition is when there is a seamless transition from a Customer perspective. Hours of business were not even a thought during through this transition period. The primary focus was "Get it Done!". Courtney did just that! During the transition and now on a daily basis, Courtney runs a daily monitoring report and provides this detail to the Houston Team. Previously the report was run, but never effectively utilized. Now, this report is broken down by Courtney to identify responsible parties and actions required, to eliminate any potential missed record. If there are records that do not fall under Courtney's responsibility, Courtney is reaching out to the Houston team until resolution is met. In addition, this report has allowed for a proactive approach to completing the necessary activity.
In addition to the above, and after the transition was complete, Courtney continues to identify areas of opportunity for improvement. With the BDP/Houston (Legacy Elite) business activity, they are required to complete a proof of the Bill of Lading prior to release. Once transitioned to the NPC,
Courtney identified the cost associated with current process (Bls faxed to Operations on Stolt Letterhead). Courtney recognized the cost associated with the Stolt letterhead, the cost to fax (vs. email, etc) and the risk associated with faxing these documents to any office. Courtney had reached out to the operating divisions, identified the improvement opportunity by emailing the BL (from the system) to the acct manager. This has allowed for an increased turnaround from the Operations and reduction in work effort required to complete this process. This was well received within the Houston Operation, as well as reduced the cost for paper from Stolt and fax cost to the NPC.
Another area of improvement implemented by Courtney is the utilization of Audit Sheets. The audit sheets are instrumental in this facility. Courtney created and implemented an audit tool that would ensure a standard process is being utilized on a daily basis by all parties. This audit sheet allows for any individual to be able to pick up any specific file and have a clear road map to what has transpired and what is required for completion. This has provided value with training new individuals into this role as well as identifying areas for training.
Testimonial 1
Courtney, just want to tell you that you are doing a GREAT job.
Bill Sikma - Stolt Nielsen Tank Containers
Testimonial 2
The decision to transition the Stolt business to the NPC was to streamline the documentation process. The NPC offered our services to complete the documentation preparation and BL print process in this location as the majority of the BDP Operational accounts have their documentation prepared and completed by the NPC. By having the Stolt documentation team in this same location, we expect and are beginning to minimize any potential delay with issue resolution.
Courtney was nominated for the Documentation representative to manage the Stolt Bills of Lading; however, she quickly assumed the role of the lead contact party for all Stolt records managed by BDP and BDP/Houston (Legacy Elite). There are three individuals on the Team, however Courtney has and continues to push through all obstacles to accommodate the customer. She continues to work closely with Stolt and our Operating divisions to ensure we are able to print and close out these records within the performance criteria. She is a forward-thinking employee, who demonstrates her leadership qualities on a daily basis.
Some of the obstacles experienced, as in any transition, is gaining the knowledge and execution of all process requirements. In addition, a successful transition is when there is a seamless transition from a Customer perspective. Hours of business were not even a thought during through this transition period. The primary focus was "Get it Done!". Courtney did just that! During the transition and now on a daily basis, Courtney runs a daily monitoring report and provides this detail to the Houston Team. Previously the report was run, but never effectively utilized. Now, this report is broken down by Courtney to identify responsible parties and actions required, to eliminate any potential missed record. If there are records that do not fall under Courtney's responsibility, Courtney is reaching out to the Houston team until resolution is met. In addition, this report has allowed for a proactive approach to completing the necessary activity.
In addition to the above, and after the transition was complete, Courtney continues to identify areas of opportunity for improvement. With the BDP/Houston (Legacy Elite) business activity, they are required to complete a proof of the Bill of Lading prior to release. Once transitioned to the NPC,
Courtney identified the cost associated with current process (Bls faxed to Operations on Stolt Letterhead). Courtney recognized the cost associated with the Stolt letterhead, the cost to fax (vs. email, etc) and the risk associated with faxing these documents to any office. Courtney had reached out to the operating divisions, identified the improvement opportunity by emailing the BL (from the system) to the acct manager. This has allowed for an increased turnaround from the Operations and reduction in work effort required to complete this process. This was well received within the Houston Operation, as well as reduced the cost for paper from Stolt and fax cost to the NPC.
Another area of improvement implemented by Courtney is the utilization of Audit Sheets. The audit sheets are instrumental in this facility. Courtney created and implemented an audit tool that would ensure a standard process is being utilized on a daily basis by all parties. This audit sheet allows for any individual to be able to pick up any specific file and have a clear road map to what has transpired and what is required for completion. This has provided value with training new individuals into this role as well as identifying areas for training.
Thank you, Courtney, for your extended efforts driving this process in addition to always looking ahead for continuous improvements.
Stacie Gallop, Global Account Executive
National Processing Center - York, PA
BDP International
