Overall, the teams at JBT and ProcessMAP collaborated well during the phased roll-out of the system. However, it is no secret that any transition is a bit challenging initially. In fact, if someone ever promises a completely seamless transition, please don’t believe them!
What definitely helped us overcome the initial hurdles was the availability of a dedicated implementation and integration team from ProcessMAP. This team was not from an IT systems integrator but rather a dedicated team of ProcessMAP subject matter experts. They patiently nurtured the relationship with our internal stakeholders and worked towards addressing some of our unique requests, such as incorporating risks into our near-miss and incident investigation programs.
What’s even more impressive is that the implementation team did not hand us over to a post-implementation customer success team. The same team continues to hold check-point calls with us, even to date. This level of customer dedication helped us build a strong rapport with each other, share open feedback, and better understand how to adopt additional solutions as the partnership between JBT and ProcessMAP continues to grow.
In fact, after the implementation was over, I presented a plaque to ProcessMAP to commemorate how well the process went, and to convey our gratitude to the tireless efforts of the ProcessMAP team.
If you look at the recordable and reportable numbers, in 2020, our Recordable Incident Rate (RIR) was 0.97, which is better than the 2019 Bureau of Labor Statistics (BLS) average of 4.18 for the industries in which we operate. Our Lost Workday Care Incident Rate of 0.13 was also better than the 2019 BLS average of 2.4.
Source – https://www.jbtc.com/about-us/esg/social
We have deployed a global Near Miss reporting program, in which potentially unsafe conditions or behaviors are proactively reported and corrected before they become an injury. In 2020, more than 13,000 near-miss incidents were reported by our employees, for an average of 2.15 incidents reported per employee. Our goal was for each employee to report at least 1.50 such incidents.
In addition to the metrics I have already mentioned, some of the other qualitative improvements include:
The simple and easy-to-use user interface and user experience have helped to significantly increase user adoption and user engagement. This stakeholder participation and engagement is priceless when it comes to driving EHS digital transformation initiatives.
Overall, the teams at JBT and ProcessMAP collaborated well during the phased roll-out of the system. However, it is no secret that any transition is a bit challenging initially. In fact, if someone ever promises a completely seamless transition, please don’t believe them!
What definitely helped us overcome the initial hurdles was the availability of a dedicated implementation and integration team from ProcessMAP. This team was not from an IT systems integrator but rather a dedicated team of ProcessMAP subject matter experts. They patiently nurtured the relationship with our internal stakeholders and worked towards addressing some of our unique requests, such as incorporating risks into our near-miss and incident investigation programs.
What’s even more impressive is that the implementation team did not hand us over to a post-implementation customer success team. The same team continues to hold check-point calls with us, even to date. This level of customer dedication helped us build a strong rapport with each other, share open feedback, and better understand how to adopt additional solutions as the partnership between JBT and ProcessMAP continues to grow.
In fact, after the implementation was over, I presented a plaque to ProcessMAP to commemorate how well the process went, and to convey our gratitude to the tireless efforts of the ProcessMAP team.