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Happy Holidays from Our Team to Yours!

Employee Voices — Fri, 23 Dec 2016 10:16:00 -0500

What Is This 'Quality' Thing All About?

Employee Voices — Wed, 11 May 2016 09:30:00 -0500

So the other day, I noticed the right headlight on my truck was out. I have no problem tinkering under the hood on small items such as this (I've changed headlights / fog lights in the past on my 2005 Tacoma with no issue – I still have my 'man card' ); however, I also needed an oil change, and there were already too many things on my 'honey-do list' – so I dropped the truck off at the shop. When I arrived, we discussed the requested services, and I told the guy, "You can go ahead and change the left headlight too, no sense in changing just one"… Unfortunately, they only had one headlight in stock, so they couldn't change both. I said, "OK that's fine, call me when she's ready."

A little while later, everything was ready, and I was on my way. It wasn't until later that evening while on a date with my wife that I turned on the headlights and to my surprise – the right headlight was still out! Popped open the hood, and sure enough, they had replaced the LEFT headlight by mistake. Being the calm and rational guy I am, a quick phone call to the shop had me set up for a replacement of the RIGHT headlight at no charge. I arrived, and the mechanic who previously did the work assured me that he had simply followed the instructions, and it wasn't his fault… OK, no big deal, mistakes happen – but that got me thinking about this from a perspective of Quality and delivery.

Why was the mechanic compelled to try and convince me that I held some responsibility for a task that the shop had already agreed to address? Where is the benefit of trying to make the customer feel wrong here? Let's go back to the beginning. Customer reports a headlight is out. What is the very first thing you would do? How would you confirm the problem? …Turn on the headlights and check. This takes a maximum of 10 seconds. If there was any confusion as to the source of the problem, this is the time to discover it. Once the repair has been completed, how would you confirm that it worked? …Turn on the headlights and check. Another painstaking 10 seconds? This would verify that the results were as intended. Of course, as the customer, I also failed to turn on the headlights and check when I picked up the vehicle. My bad..

What is the point of all this? Any process has some intended result, yet the results were not verified in this situation, and the incorrect product was delivered to the customer. And what did all this cost? It cost me my time as well as the valuable time of the repair shop (double the mechanic time and the time it took them to procure another headlight during business hours).

"Trust is a good thing, but control is unequaled"

Quality Assurance and Quality Control processes are intended to make a product as close to defect-free as possible while ensuring it conforms to the agreed upon requirements. The purpose of both processes is similar; however, the approach is different. Quality Assurance designs a process so that the product coming from this process is defect free, while Quality Control checks the product so that no defects are released to the market. Let's briefly define these two fundamental themes of Quality Management:

Quality Assurance can be best summed up as "fitness to use and conformity to all requirements."
Quality Control is concerned with the operational activities and techniques that are used to fulfill the requirements of quality.

Quality Assurance is a process-based approach whose primary objective is preventing defects in deliverables during the planning process to avoid later rework, which is expen$$$ive! Assuring quality is vital, but it is also important to ensure that quality processes are practical, implementable and appropriate to the given situation. Quality Assurance is proactive by nature, and it starts at the very beginning of a project to understand the explicitly stated requirements (and sometimes hidden / obscure expectations), and then develop a plan to meet those requirements and expectations. Requirements gathering and Quality Assurance are symbiotic processes!! Meaning – they work together to achieve optimal potential as both processes require a comprehensive understanding of end user product utilization.

So if Quality Assurance is focused on the right processes at the right time, then Quality Control is the 'product' that supplements assurance and both work together to fulfill the requirements of Quality. Here at CTSI-Global, the products we leverage to ensure quality are our documentation repositories and issue tracking applications. It is therefore in our collective best interest to document and track our endeavors within these tools. This creates unprecedented visibility and accountability while also serving as our guide for 'lessons learned' so that we can efficiently build upon previous successes while avoiding potential missteps in the future.

As we embark on this new era of mindful Quality, one should never feel as though they are being 'checked up on' or that Quality is 'policing' them. In fact, we should all be involved in Quality Management and feel empowered to be part of the process!! Without You, there is no Quality. I know we all take pride in our work and in presenting oneself as the best image of our company. I truly recognize and appreciate the commitment to our clients, devotion to our shared success, and any candid feedback as we thrust ourselves into the future of CTSI-Global.

Chris Colomb is the Quality Control Lead at CTSI-Global, and his goal is exceeding customer expectations and enabling all of us to have the tools and knowledge necessary to succeed!

Developing Solutions for New Clients

Employee Voices — Thu, 05 May 2016 09:15:00 -0500

As a Project Manager at CTSI-Global, my responsibility is leading client developments while serving as the primary liaison between CTSI-Global and our customers. While projects typically involve on-boarding of new business, this also includes active CTSI-Global customers that are enhancing their current processes.

The majority of clients that I deal with are new business. Some of the biggest challenges of my position involve translating the client's theoretical conversations that occurred during the sales process into a practical application. Doing this involves determining the client's needs, converting these needs into solvable problems, using these problems to define deliverable solutions, and working with technical team to mold CTSI-Global tools into said solutions. As all clients are different and we customize solutions for each, it can be a challenge to determine the method of process within CTSI-Global.

Currently, I am primarily responsible for the on-boarding of a large Fortune 500 company. Within this on-boarding, I have been responsible for driving CTSI-Global tasks to complete the deliverables needed to go live with the client. This includes a large amount of collaboration across all CTSI-Global departments, while meeting daily with the client to provide updates and deliverables.

Having worked with clients of varying sizes and requirements, it has been an eye-opening experience to see the practices and expectations of a Fortune 500 company. These will be helpful as CTSI-Global continues to grow and develop within the industry.

Christian L. is a Project Manager at CTSI-Global.

A Look Back at My 25 Years at CTSI-Global

Employee Voices — Tue, 03 May 2016 07:55:00 -0500

I started working at CTSI-Global 25 years ago. Little did I know that I was going to be a part of a company that would become #1 in its industry and a close-knit business that once you are hired you are a member of the family.

At CTSI-Global, everyone is part of the team. We all pull for each other and are here to make this company successful. That has never changed, but the company itself had changed a lot in that time.

In 1991 when I first started in the Mailroom, we would go to the post office three times a day in the company truck to get the mail. Then we would sort and prep the invoices. Now we have a post office in our building, and the mail is delivered to us.

The way we routed things was different back in the day. Our Prep Department batched the paper freight bills, then the batches were taken to our Audit Department where auditors circled in red the information to be captured. Then the physical batches were moved to the Add-Bill Department to be keyed in to our system. There could be up to 1,000 batches or more and shelves and shelves of bills to add.

Now we receive the bills, scan the bills, and move the invoices to the recycle bin. Add-Bill, FBR, and Audit are now managed via scanned images.

This is just a few of the changes. We have come a long way since 1991, and I cannot wait to see what the future holds.

Sandy S. is a 25-year employee of CTSI-Global, where she works as Manager of Freight Payment Operations.

Why Ask Why?

Employee Voices — Mon, 21 Mar 2016 08:15:00 -0500

Like most of us that have children, sometimes we can be pushed to our wits end by the ever pondering "why" question.

Just the other day, I was getting ready with my children. 7:30 rolled around and it was time to go. I asked my son, who was sitting on the couch watching TV, playing on his Kindle, listening to his iPod, and texting his grandmother (how is all that even possible) if he was ready and he replied yes. I said let's go, and he started heading to the door with no shoes on. I asked him, "Don't you need your shoes on?" and he hit me with a "why"!?!?!

Like a good parent, I resisted the urge to drag him out of the house without his shoes on and just simply told him, "Dude, you can't go to school without shoes on!"

But in all honesty, children's "whys" are not meant to pester us parents. Rather, our children are genuinely trying to get at the truth. Even from really early on when they start asking these how and why questions, they are asking them in order to get explanations.

When explanations come their way, sometimes our kids probe even further. This is a good thing as it tells us that our kids are playing more of an active role in learning about the world around them than we may have expected.

Using Why to Your Advantage

This very same principle can be applied in our daily adult work life. Over the years, I've had the honor of wearing a lot of different hats: Mailroom, Customer Service, Project Management, and now Product Manager.

In all of these positions I've had to work on ways to solve problems — some more complex than others. In any case, you always have to find a way to get past the symptoms of a problem and to find the root cause.

The 5 Whys

Along the way, I picked up a process called the 5 Why's. In short you simply ask the question "why" five times. Of course there really isn't a magic number; you may get it in 3 or maybe 6. The important thing is that you use this mentality to peel away the layers that encapsulate the problem. Sounds easy enough that a child could do it right?!?

Let's take a look at an example:

Conclusion: We do not have an equipment maintenance schedule… Setting up a proper maintenance schedule helps ensure that packages will never be late again due to faulty equipment. If we just repair the brakes, or even do a one-off check of all the trucks, the problem will happen again at some time in the future.

Keep it Simple!

What makes this process so great is its simplicity. It's a process that every person can apply without difficulty. It also serves to keep you from moving too quickly without fully seeing what you've identified as the true problem.

It Comes with Limitations

There are limitations to this process, and it's not meant to solve more complex problems. It's best if you use the 5 Whys technique along with a range of other approaches. Regardless of the technique you use, make sure you can always back up possible causes with evidence and data to support.

Here are some of the basic reasons why this technique may not always work:

Participants in the process may not investigate deeply enough in attempting to identify root causes.
The process may be limited by the knowledge of the person carrying out the technique.
Different people will often get different answers using this process, which in turn raise questions about its reliability.

Overcoming Limitations

The best way to overcome some of these limitations is to properly develop skills to make certain that the process is robust and all participants contribute and investigate each of the possible 'whys'. Think about these questions as well:

Closing

In closing, here are some key points to remember: Use 5 Whys to get to the root cause of the problem.

Now, this doesn't mean I still won't pull my hair out when my son asks me "why does he have to brush his teeth," but now I may be better armed to explain to him in more detail WHY it's important — so his teeth don't fall out and so he won't have horrid breath!!

And I also just might be able to help solve a problem or two at the office by taking the time to figure out the 'why' and not just address a symptom.

About the Author:

Richard Perry is CTSI-Global's Product Ninja. His purpose is understanding customer needs, defining product value propositions, working with users, and promoting CTSI-Global Awesomeness!

Welcome to CTSI-Global Employee Voices

Employee Voices — Fri, 11 Mar 2016 08:30:00 -0500

CTSI-Global is a technology solutions leader in the logistics industry. We have been providing service to our customers since 1957. From freight audit to transportation management, CTSI-Global helps companies worldwide save money on their shipping costs with customizable SaaS applications, leverage their KPIs in order to drive process improvements, and increase visibility in their supply chains. CTSI-Global supports hundreds of clients across all industries and thousands of carriers in all modes.

That's what we do, but who are we? Welcome to CTSI-Global's Employee Voices section of The Link. Employees from different departments will provide their perspective on working for CTSI-Global. We hope you enjoy reading.

- Elizabeth Nolan, Director of Business Development

Why Memphis Is Cheering This Week

Marly M. C. Hazen — Fri, 23 Oct 2015 11:07:00 -0500

Happy Friday! It’s been an exciting week for Memphis, home of our global headquarters.

Last Saturday, the University of Memphis Tigers hosted Ole Miss for our annual football throwdown. With a score of 37 to 24, Memphis earned a major victory – our first 13-game winning streak ever!
That evening, native Memphian Justin Timberlake became the youngest person to be inducted into the Memphis Music Hall of Fame. He celebrated the fun with a rousing tribute to our Tigers, as he and Jimmy Fallon led the crowd in the U of M Fight Song!
In business news, Fortune 500 company TJ Maxx has signed Memphis’ largest new lease of the year so far, 800,000 square feet and hundreds of new jobs!

Image by KatMillis, iStockphoto | Video by Katie Mars

Supporting our clients and carriers in their own language!

Lucille Lepez — Mon, 21 Sep 2015 08:50:00 -0500

Image by Yuri_Arcurs / IStockPhoto

One size does not fit all!

This summarizes our major learning while expanding our business throughout the world and working with multiple countries across various regions and time zones.

Being a serious global freight auditor means we have to accommodate key international requirements such as:

Short payment, credit note & mail-back systems
Local languages & support within the region time zone
Electronic invoice compliance
Tax requirements (VAT, GST, consumption tax, withholding tax, GUI...)
Units of measure, secondary carriers
Payment in various currencies
Currency of contract vs currency of payment, conversion validation & tolerance, ROE
Duty and taxes invoices...

Having a global vision together with keeping a local approach is key to all global projects we manage. With the global expansion of freight audit & payment we now have multilingual employees in our implementation, customer services, carrier services & IT departments. These employees are based within our offices in America, Europe or Asia.

All languages are supported internally, by experienced CTSI-Global employees.

We strongly believe that being able to support our clients in their own languages is a key added-value that helps us maintain our position as leader within the global freight audit industry.

20 Most Promising Logistics Solutions Providers

Marly M. C. Hazen — Mon, 17 Aug 2015 08:15:00 -0500

Interview with Josh Miller, Vice President of TMS, CTSI-Global

CIO Review

Logistics as a business concept evolved in the early 1960’s with the dawn of increased complexity concerning supply chain processes. It is an integral fraction of supply chain management and cannot be shunned by industries. The traditional methods of logistics that involve analyzing and tracking inventories fail to comply with the requirements of the present day industry operations. With the introduction of GPS (Global Positioning System) and the Cloud, logistics operations have become incredibly user-friendly, helping businesses to proficiently monitor and keep a track of their business activities.

Currently, the functionalities of logistics have transformed enormously with a significant rise in E-commerce industries, discount stores, and integration of cloud computing. Presently, Logistics providers are offering customers with inbound logistics, multi-enterprise grid functionality and shared distribution networks for efficient manufacturing, storing inventory information and obtaining an integrated view of all their activities.

Citing the swift growth and expansion of manufacturing businesses, the necessity for a competent supply chain has increased immensely. Subsequently, a number of companies have achieved distinction in delivering these services. In the last few months, we have come across hundreds of logistics providers and shortlisted some of the pioneering companies who have helped manufacturers, wholesalers and retailers in tackling the challenges related to supply chain management.

Our selection is based on the vendor’s capability to realize the needs of manufactures through supply chain that support core business processes of various industries. Additionally, we evaluated the vendors support through support based on the integration of technological
innovations into their systems.

Today, we present to you CIO Review’s 20 most promising Logistics Technology Solution Providers of 2015.

Company: CTSI-Global
Description: A leading provider of supply chain management technology which controls all aspects of supply chain operation
Key Person: Josh Miller, Vice President of TMS
Website: www.ctsi-global.com

CTSI-Global: Carrier Agnostic Logistics Solutions

Operational functionalities of logistics have extended to various areas including integrated planning, intelligent shipping, instant delivery and hassle free product return. To provide adaptable logistics services that support core shipping operations, CTSI-Global took one step
further with their valuable and cost saving logistic solutions. Headquartered in Memphis, TN, CTSI-Global is a leading logistics technology which offers integrated solutions to manage all aspects of supply chain operation physical, informational and financial. “We offer a SaaS based Transportation Management System, Freight Bill, Audit and Payment, BI Management, and Freight & Parcel Cost Reduction Services.

CTSI provides an integration platform to manage and receive all transactions associated with the inbound and outbound movement of freight“Clients can automate the shipping process, utilize workflows to make more informed decisions, track the status of orders and shipments, manage by exception, and utilize BI to identify trends and areas for improvement,” asserts Miller.

CTSI-Global enables unparallel access to transportation data through their state-of-the-art web based, on-demand TMS (Transportation Management System). TMS has a multi-tenant architecture which streamlines manual processes, improves performance levels, increases realtime order visibility and reduces transportation costs.

CTSI-Global’s BI capability is based on SQL database to enable vendors obtain instant access to data and identify developments in logistics operations. “We receive data from carriers, ERP systems and suppliers which can be made available to authorized users,” says Miller. The company’s innovative dashboards combine third party dashboard applications that are integrated within their system and provide a combination of operational and strategic reporting capability. In addition, CTSI-Global has more than 100 weekly, monthly, quarterly and annual reports in any aspect of logistics operation. Clients can choose from these reports or can customize reporting.“We have executive dash boards and modeling tools that allow clients to
not only track historical trends, but to perform “what if analysis” and focus on predictive analytics. Our special work assignment team (SWOT) comprises of senior level business analysts and technical analysts who work with clients during an on boarding process to create, KPI’s specific to the customer’s transportation network” adds Miller.

CTSI-Global’s domain experts work hand in hand with engineering teams to deliver client specific solutions. As an example, one of their clients in the logistics industry is responsible for packaging and distribution of DVDs for most of the major motion picture industry. In the case of important releases, the client has to deal with over million orders that have to be delivered
within a two or three days delivery window. As a Logistics Service Provider, their customer requires that 99 percent of orders be delivered either on or before the due date. To meet such as tight window all orders need to be tracked, exceptions identified, and delivery commitments met. To accomplish the task, CTSI integrated with the customer’s ERP and inventory management systems, multiple suppliers, and numerous carriers to create a centralized data warehouse with one version of the truth. CTSI then utilized workflow engines and web based dashboards to easily enquire and track a large number of orders. This solution improved client’s service level requirement to their customer and provided new business opportunities for client.

Amazon and NASA Propose Delivery Drone "Highway" with Air-Traffic Control System

Marly M. C. Hazen — Wed, 29 Jul 2015 14:00:00 -0500

Animation from 'The Jetsons,' via Giphy

The FAA has approved dozens of companies (6.4% of applicants) to fly commercial drones below 200 feet in altitude, but Amazon has been granted extra leeway, test-flying up to 400 feet high over its campus. (Business Insider reports that Amazon has also been testing drone flights outside the US, including over British Columbia.) Amazon's extra flying experience has given it a leading role in helping to define the future of commercial drone logistics in the US.

Gur Kimchi, Vice President of Amazon Prime Air, spoke at a NASA-sponsored conference July 28 to outline Amazon's proposed strata for commercial drone flights. The Washington Post describes airspace below 200 feet as "a local service road" for drones with less refined collision-avoidance technology or with specialized tasks such as videography or surveying. In contrast, 200-400 feet in altitude would be "a highway for drones," primarily autonomous delivery or mapping drones.

According to Manufacturing.net, "The 'best' class of drone, with 4D trajectory planning, an on-vehicle Internet connection, geospatial awareness of all other vehicles and hazards operating at over 200 feet, and other automated systems would be allowed to operate in urban areas. This would also be the only type allowed to fly beyond line of sight, at night, and in inclement weather."

No drones would fly in the next hundred feet up, to prevent contact between drones and traditional aircraft.

Map from Amazon, via 'Washington Post'

Beyond what is being commonly touted in the news as "drone zones," NASA's Silicon Valley team is working with tech giants to design an air-traffic safety system for drones, known as Unmanned Aerial Systems Traffic Management. Kimchi explained that drones in the "high-speed transit" zone must file flight plans and use sensors to avoid accidents with hazards (e.g. other drones, birds, towers, emergency helicopters). According to The Seattle Times, both Amazon and Google support greater visibility through a centralized system of flight plans but oppose instituting a single drone air-traffic operator.

h/t Megan Crouse, Manufacturing.net