No it has got nothing to do with Big Brother, Orwell’s that is, but Fujitsu is bringing the role of Officer of Continuous Improvement to an Enterprise near you.
Forget the clipboard and half rimmed glasses this is an idea that screams of logic. But is it that different to what is already offered by outsourcing service providers.
Fujitsu seems to have won a fair set of deals in recent months. Could this be partly down to the integration of Fujitsu’s businesses worldwide.
I recently met Fujitsu and they were telling me that its global presence combined with its local flexibility and skills has put it in a strong position. You know, large and stable and small and flexible in on. Or as the company itself outs it “global presence local touch.”
It has recently won deals with the Department of Work (DWP) and Pensions, the Home Office, the London Council and the Highland council. The DWP as we know was a big one.
But is it just a case of low cost labour offshore and strong presences in Europe?
It actually talks a lot about its approach to outsourcing as being its strength as well as some of the mentality it inherits from its homeland of Japan.
It said that every contract outsourcing signed will inlude a Fujitsu worker with the title Officer of Continuous Improvement. Apparently this idea has its origins in Japan and involves individuals taking responsibility for specific things to drive improvements. Fujitsu said this is not a service manager or a products manager but someone that will continuously come up with ideas to improve performance.
The example Fujitsu gave me about how this can work was interesting:
Fujitsu said one company was getting lots of calls to the IT help desk. This was costing a lot of money so the Officer of Continuous Improvement looked closer. It turned out that the rollerballs on traditional mice were getting dirty for reasons related to the customers line of business. So workers were having trouble using computers.
So Fujitsu bought every staff member an optical mouse out of its own pocket. The rationale was the cost of the help-desk went down, because there were less calls, and the customer was happy because many of the problems ended.