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When Mathias Krümmel jumped In April, PostNord's Blue Trailer did not know that it would soon occupy one of the major roles in the ongoing transformation within the company. In the middle of PostNord's listening tour, he was offered the position of chief of production, ie letters and packages, and suddenly met with thousands of citizens, directors of community and business representatives who had views on his work.
"It was an extremely useful experience from many points of view – listening to people's views and trying to understand their situation, but also having the opportunity to explain why this is wrong sometimes and what we can do to get there. remedy.
The PostNord caravan has remained in 22 cities, from Malmö in the south to Luleå in the north, and the Swedes have presented many proposals and ideas for the future development of PostNord.
"I was intercepted on Norrköping Square, but what was going on was how many people reported having no problem with PostNord." About seven in ten said they were neutral or positive for us, says Mattias Krümmel.
She has one of the toughest jobs in Sweden. Read the interview with Annemarie Gardshol, CEO of PostNord Sweden.
Constant improvements
He is currently responsible for 22,500 employees and 600 managers in 400 offices in Sweden. After the tour, he proceeded to a vast reorganization of the company. All this in order to overcome the previous quality problems that had led to the neglect of the Swedes' trust.
– After the tour, we have systematized the way we work with continuous improvements. A little earlier, we have solved the problems for the moment, but we have not always looked for the cause. Now we collect all the reactions and explore what has become wrong. What did it depend on, what was the consequence, and how would we do it so that it would not be the same next time?
– It's a bit like when you have a headache. If you only feed a magnet, you suppress the symptoms, but not the headache.
Check out the work of PostNord to solve the problem of driver shortage: "The situation is serious".
Strong signal internally
According to Mattias Krümmel, the spring tour was also important from another point of view:
"Given the extremely high rate of change in recent years, with digitization and letter-to-letter conversion, we have not been able to get all employees and leaders to understand why we are making all the changes.
"During the tour, we were together, senior executives and shippers, dressed in the same profile, met with the recipients and answered the questions.This has become a strong signal internally.We must do this together.
Four months later, the quality of the letter remained stable at 98-99%, the legal obligation is 95%. PostNord has made several major investments, including two new packet transport terminals, 150 million purchases, new mail sorting machines and reduced use of air transport, which has a positive impact on the environment.
"We can never back up and live on old merits, we have to constantly change and improve, but we have also become more robust after the tour, we will be crazy when we are wrong, but when we do not make mistakes, we Dare to say it and be proud of what we do well.
Facts: PostNord on tour
On April 9th of this year, the PostNord caravans arrived in Borlänge. The goal was to capture the points of view, listen to the critics and solve concrete customer service problems. The goal was to conduct at least 10,000 conversations with Swedes. After two months, 22 cities and 7,200 kilometers of roads, the total number of calls was 20,500 calls.
All comments, suggestions for local improvement and more complete ideas, are now included in the improvement work started after the tour. This can come from the yellow mailbox, the option to choose an agent or the best way to deliver at home.
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