Final Report

Petrogas Gas Systems

Fontys University of Applied Sciences


Non-Conformity Project
Willem Castelijns (2182592)
Bas Claassen (2170285)
Milad Dashti (2144279)
Mary Ghadiri Dehkordi (2217941)
DongMin Son (2185926)
Lorraine van Dijk (2186447)
i

TITLE PAGE

Title: Project NCR, Petrogas Company

Authors: Willem Castelijns (2182592)
Bas Claassen (2170285)
Milad Dashti (2144279)
Mary Ghadiri Dehkordi (2217941)
DongMin Son (2185926)
Lorraine van Dijk (2186447)

Class code: IM61
Project group name: LeaNCR
Company coach: Andr Nederlof
University coach: Eric de Ruijter
Institute: Fontys University of Applied Sciences
Course of Studies: International Business and Management Studies
Study Phase: Semester 6
Academic year: 2013-2014
Date of Completion: 13/06/2014
Place: Eindhoven, the Netherlands


ii

PREFACE
This report has been written to aid Petrogas in having a functional non-conformance
reporting system, also known as a NCR system. This project has been provided to us as part
of the International Business and Management Studies program of Fontys University of
Applied Sciences in Eindhoven, the Netherlands. Our project group consists of six students
of Iranian, South Korean, Afghan and Dutch backgrounds.

For this project, we analysed the data of the current NCR system, looked for alternative
reporting systems and interviewed a wide range of Petrogass employees. Our
recommendations based on this research are discussed in this report. The research has
taken place from February to July 2014.

We would like to thank our Company coach A. Nederlof and University coach E. de Ruijter
for this project, for their help and for their guidance.

iii

TABLE OF CONTENTS
Introduction ..................................................................................................................... 1
Interim Report 2 ............................................................................................................... 2
1. Preparation for meeting ............................................................................................ 3
2. Meeting ..................................................................................................................... 4
3. Recommendations ..................................................................................................... 5
Step 1 Detecting .................................................................................................................... 6
Step 2 Solving ........................................................................................................................ 6
Step 3 Informing/Learning ..................................................................................................... 7
Roles ........................................................................................................................................ 7
The new NCR Form ................................................................................................................... 8
Explanation of the boxes .......................................................................................................... 9
Part A ...................................................................................................................................... 9
Part B ..................................................................................................................................... 10
NCR Co-ordinator ................................................................................................................... 11
Red tag system ....................................................................................................................... 12
Frequency of NCR meeting ..................................................................................................... 13
Training ................................................................................................................................. 14
Frequency of reporting ........................................................................................................... 14
Costs of implementation plan ................................................................................................. 14
Appendix 1 ..................................................................................................................... 15
Interview number 1 with Tjerk van Emmeren (service department) ......................................... 15
Interview number 2 with Marc v d Boogaart (Assembly) ......................................................... 19
Interview number 3 with Ruud Sanders (Planner) ................................................................... 23
Interview number 4 with Bas Straatman(Coating) ................................................................... 25
Interview number 5 with Quint van Gijsel (work preparation) ................................................. 29
Interview number 6 with Jacob van den Pol (Head of engineering departments) ...................... 32
Interview number 7 with Martijn van der Pol (quality) ............................................................ 38
Interview number 8 with Arvid Traets Project (Project Engineer) ............................................. 43
Interview number 9 with Richard Nanning .............................................................................. 48
Appendix 2 ..................................................................................................................... 53
Fishbone Diagram Problem Definition ..................................................................................... 53
Appendix 3 ..................................................................................................................... 54
I audit .................................................................................................................................... 54
Appendix 4 ..................................................................................................................... 55
Consultancy Skills Assignments ............................................................................................... 55
Creativity Assignment ............................................................................................................ 55
Develop actions to counter issues based on the model. ....................................................... 55
6 most important factors for effective brainstorming .......................................................... 56
Stakeholder Management Assignment.................................................................................... 57
iv

The commitment diagram ................................................................................................... 58
Risk Management Report ....................................................................................................... 59
Introduction ....................................................................................................................... 59
Identifying hazards ............................................................................................................. 59
Assessing the risk................................................................................................................ 60
Risk assessment tool ........................................................................................................... 60
Control ............................................................................................................................... 61
On-going Monitoring .......................................................................................................... 61
Project closure ....................................................................................................................... 62
1. Post-Implementation review ....................................................................................... 62
2. Lessons learned ........................................................................................................... 62
3. Financial closure .......................................................................................................... 64
4. Project Archive ............................................................................................................ 64
5. Final presentation ....................................................................................................... 64
Conclusion .......................................................................................................................... 65

TABLE OF TABLES
Table 1-1 Problems detected from interviews ....................................................................................... 3
Table 1-2 Cost calculation NCR co-ordinator ........................................................................................ 11
Table 1-3, Estimated costs of implementation plan ............................................................................. 14

TABLE OF FIGURES
Figure 1-1 New NCR Form ....................................................................................................................... 9
Figure 1-2, a red tag .............................................................................................................................. 12
Figure 1-3, example of the NCR process ............................................................................................... 13

v

EXECUTIVE SUMMARY
This summary includes Interim report 2 (analysis of database), the results of the interviews (interim
report 3) and the project teams recommendations for the NCR problem.
Project goal
The original goal of the project is to write an implementation plan for an NCR process where all
NCRs are documented, which enables decisions for corrective and preventive action.
Project outcome
Firstly, throughout the investigation on the database given by Petrogas, problems of the current
system were broadly defined; the NCR form is not effective enough, Non-conformity is detected in
later stage of production (assembly), hard to calculate estimated time and costs and corrective and
preventive actions were either not filled in or repeated over time.
Based on the outcome of the database analysis, the project team selectively collected qualitative
information with individual interviews with department managers. The entire script of the
interviews is in the Appendix. During the interviews, a clearer picture of the problems was made; no-
feedback/no follow-up, late detection of NCR, there is no specific standard to write report, filling in a
NCR is time consuming and it is hard to measure estimated costs and hours of each Non-conformity
product.
Thirdly, a meeting with important stakeholders was held to discuss on the project teams draft
recommendations. During the meeting, the management team and the project team had consent on
the framework of the process and form. Some of the suggestions were aroused during the meeting
regarding to details of a new process and form.
Lastly, the end of the report includes an implementation plan for the new NCR system for Petrogas
to achieve their initial goal of the LeaNCR project: write an implementation plan for an NCR process
where all NCRs are documented, which enables decisions for corrective and preventive action. The
recommendation includes the new process, new form and additional procedures about the new NCR
system. Those additional procedures are a red tag system, a NCR team meeting, training and
frequently reporting the NCR to stakeholders.
1

INTRODUCTION
Petrogas is a company, which designs, manufactures and supplies turn-key gas installations. In order
to do this, it relies on the quality of its various components. Petrogas devises a non-conformance
reporting system (or NCR system) in order to keep track of the quality, to avoid depending on
unreliable suppliers and to improve over-all quality.
However, this system is less effective than Petrogas believed it could be, and it was estimated that a
reasonable amount of money (around two million euros) were wasted each years due to unreported
non-conformances. Petrogas believes that a NCR system is necessary. Therefore, this project is
assigned to Fontys University of Applied Sciences by Andre Nederlof, lead buyer of Petrogas, in order
to tackle the issues related to current Non-conformance reporting system. After defining the
background of the LeaNCR project, which included the scope of the project, project approach,
planning, financial and risk plans, the LeaNCR team sets a goal which is Write an implementation
plan for a NCR process where all NCRs are documented, which enables decisions for corrective and
preventive actions. Based on the goal of the project, the team chose the DMAIC (Define, Measure,
Analyse, Improve, and Control) framework to get to grips with this matter.

Furthermore, the Measurement and Analysis of the NCR databases, which were provided by
Petrogas, took place and resulted in gathering several alternative flows and alternative databases
forms. After that, the Current flow and the database form of Petrogas were compared with
alternative processes and forms. Towards the end of the project, team LeaNCR interviewed a group
of nine people whose work is directly or indirectly influenced by the NCR system.
Based on this research, several solutions were developed to address the various problems of the
current system. These solutions were later discussed with a small group of stakeholders, and based
on this discussion; the project group devised several recommendations. This report describes the
solutions and the recommendations of our project.

2

INTERIM REPORT 2
Every company has a different procedure on how to tackle non-conforming products. When a non-
conforming product is discovered, a process flow (procedure) starts, which makes sure that the non-
conformity is handled properly. When every step in the process is taken, the non-conforming
product is fixed and normally the company learns from it, so it is less likely that the same non-
conformity occurs again.
In Interim Report 2 Petrogass process flow is compared with other businesses flows. The outcome
was that other processes were more complex and includes more steps then Petrogass own process.
After looking at the process flow, the system used in the flow was analysed. Here Petrogass
database was compared with one other database. There were a lot of similarities regarding the data
fields, however the main difference is that in Petrogass form only one person fills it in, while at the
alternative these are four persons.
The report goes on moving away from theory towards practice. The database and the process
combined in practice is the analysis of how effective these theories work together. First, the
effectiveness of the form is analysed. The outcomes of the analysis shows that some parts of the
form are not filled in frequently, due to lack of knowledge, lack of options or are unnecessary.
The form is written by the person who normally detects the non-conformity, which is the second
part of this analysis. The results were that the detection of the NCRs was mostly at assembly and at
the customer, which is normally too late in the process. For the writing part, it shows as a result that
there are a few employees who write a majority of the NCRs. That means that not everyone is
writing the NCRs. The end conclusion was that persons detecting it were not necessarily writing it in
practice.
Thirdly, the report shows the parties causing the NCRs. Those NCRs were mainly caused by Petrogas
Asia (36%), Feijen (9%) and Javaro Metaalbewerking (7%). Of course NCRs were also caused
internally of which 36% was caused by Engineering, 16% by Assembly and 14% by Project
management. Those NCRs made, of course, cost money and time. How much time and money this
involves was not clear in the company, that is why a prediction was made in the second interim
report. Some scenarios were sketched based on which percentages of the NCRs were previously
filled in.
The last part of this analysis and the report was which corrective and preventive actions were taken
for the NCRs. For the corrective action this was mainly reparation and for the preventive action
review drawings, inspect during production and communication.

3

1. PREPARATION FOR MEETING
The actual preparation of the meeting started from an earlier stage in the project. Several problem
definitions and solutions based on managers perspective were a result of the qualitative interviews.
Therefore, our group had a complete list of problems and possible solutions managers have in their
mind. Those constraints are; No follow-up, late detection of NCR, No standard to decide whether
is it a NCR or not, Filling a NCR is time consuming, list in drop-down menus are incomplete, Hard
to measure estimated costs & hours and Using another system than the NCR as an alternative and
so on.
Those constraints are categorized into two segments. The first category is implementing a new
process within Petrogas successfully and the other one is constraints related to the form of Non-
conformity report. Petrogas has to achieve the initial goal of the project; all NCRs are documented,
which enables decisions for corrective and preventive action.
Implement new process successfully NCR form
No follow-up Filling in NCR is time consuming
Late detection of NCR List in drop-down menus are incomplete
No standard to decide whether it is a NCR or not Hard to measure estimated costs & hours
Table 1-1 Problems detected from interviews
Besides crucial constraints described in Table 1.1, Appendix 2 provides further details on each
problem with a root-cause analysis. Throughout the brainstorming session which was held within the
Interim Report 3 phase of the project, several solutions (recommendations) came up.
Each team member proposed several recommendations, of which the best suggestions were
selected for the meeting. The recommendation plan includes suggestions related to a new way of
NCR process, a new NCR form and the rest. To begin with a new NCR process and NCR form, the
biggest changes were that a co-ordinator is involved within the entire process and the form itself is
much simplified.

4

2. MEETING
Due to having several suggestions, the project decided to have a meeting with the main stakeholders
of this project. In this meeting the group presented their potential recommendations. Together with
the insights of the management team the following decisions were made:
- A new process, which has a better fit with Petrogass working environment.
- In the new process, the department managers will have a critical role in the corrective actions.
- Also in the new process, a co-ordinator will make sure the process is flowing accordingly.
- The current non-conformity form will be divided in two parts, and unnecessary content will be
removed.
- A Non-conformity is a product which is not according to specification, it does not matter how
much money there is involved.

From these decisions we made recommendations, which will be discussed further on.

5

3. RECOMMENDATIONS
The new NCR process

Both parties are informed on how the
NCR was fixed , how it can be
prevented and are aware of the costs
and hours
Part B is sended to the person that
sended part A and the NCR Co-
ordinator, and if necessary to a
different department
The department head now received all
the necessary information and fills in
part B
Report the solution, costs and hours
and a preventive action of the
repairment back to his/her department
head
Department head decides who has to
repair/fix the NCR based on the
instructions of Part A
Part A of the digital NCR form will be
filled in by the person that got assigned
by the department head.
NCR co-ordinator gets a signal that a
NCR was found
Part A will be sended to:
* Solving department head
* NCR Co-ordinator
Part A of the digital NCR form will be
filled in by the assigned person
Discuss with department head who will
write part A of the NCR form

> 100,-
> 1 hour
However still report IF the same NCR
Occurred the last month

Is it necessary
to write a
NCR?
No
Quick fix it
Yes

Who will write
Part A of the
form is filled
in
Send part A
NCR Co-
ordinator
Head of
solving
department
Assign work
Report back
Department
head fills in
part B
Send part B
NCR Co-
ordinator
Writer part A
2
3
1
6

Step 1 Detecting
At first, a problem on a part or a product is detected by a specific person on a specific department.
This person will decide on the NCR standards if it is a NCR or not.
If a product or part is badly damaged and cannot fulfil to the product standards which results in a
lack of quality, a NCR should be reported if:
The part/product can be fixed, replaced or repaired for a cost-price above ( 500, -)
The time it takes to fix, to replace or to repair takes is more than (1) factory hour
If the same NCR has occurred (one month) prior to the detection of the current NCR
If the part/product heavily infect the planning
There is no need to record damage if it is not considered as a NCR according to standards that
mentioned above, since it is time consuming to register the NCR than simply repair it. However if the
problem is identified as NCR, the person who detected it has to discuss this with his department
head who will actually submit part A of the form into the system. When this is done, the assigned
person has to fill in part A of the NCR form; based on the information available. Questions that this
person should fill in at Part A of the form are:
1. What is the project number?
2. Where is the NCR detected?
3. Is Petrogas responsible for the
problem or one of its suppliers?
4. Which department will have to
repair the NCR?
5. What is the problem or deviation?
6. What is the planned date that it
should be fixed for our
department?
7. Do you have any attachments that
can make the problem clearer?

After all these questions are answered, the same person will automatically send part A to the
department head of the section, that will need to repair it, and to the NCR Co-ordinator. With this
Email step 1 is closed.
Step 2 Solving
Step 2 officially starts when the head of the department that has to fix the NCR and the NCR Co-
ordinator receive the Email that contains all necessary information for fixing the NCR such as
attachments, project numbers, a planned date, the problem and cause. First of all, the department
head has to decide which worker will be the best man for the job and when this person has to start,
based on the instructions of Part A.
After the NCR has been fixed, initiator will report to the department head and informs him about the
costs of the parts; how long it took him and how to prevent the same problem from happening
Step 1 of the NCR process
7

again. With this information the department head is able to fill in part B of the form, which consists
of questions like:
What are the estimated costs and hours regarding this NCR?
How can we prevent this NCR from happening again as an organisation?
Is the NCR finished and ready to return to the production process?
After the NCR has been fixed and the questions are answered, it will be sent automatically to the
person that filled in part A together with the NCR Co-ordinator.

Step 3 Informing/Learning
Now Petrogas reaches the step that the NCR is solved and the initiator/writer of part A receives the
message that his problem is solved and how and at what cost it has been fixed.

Roles
Now the several roles of the people involved with the process are briefly described:
Initiator
The person that detects a defect in a product must report that non-conformity product. In case the
initiator does not have access to a computer or he/she does not have time to fill in the form, he will
inform the department manager directly. Furthermore this person will move the product/part
including a red tag towards the department that will fix it.


8

Writer part A
The person fills in part A of the form. This person is either a department manager or an initiator who
has to ensure the message sent to the co-ordinator and the head of the solving department.
Head of the solving department
This person receives an Email that his department needs to fix a NCR and how to fix it. Now he
assigns one of his workers to fix the problem before a specific date, which mentioned on the form.
Also he receives part B of the form and he makes sure that the co-ordinator receives this data.
Solver
He/she will be made responsible by the department head for solving the NCR: the solver needs to
report back to his/her department head with information, such as the estimated hours and costs.
Co-ordinator
The co-ordinator has a helicopter view of the whole process. He is sending signals, tracking progress,
sending feedback, collecting, sharing and analysing data. He makes sure that the entire information
is centralized, and that corrective and preventive actions are taken.
The new NCR Form
After the project team looked at the analysis of old NCR form, which showed an overview of all the
boxes and how many times they were filled in, it was immediately clear that there is a need for some
serious attention.
A new form was developed shown in figure 1-1. Every box is briefly described and they are divided in
boxes that are mandatory to fill in or free to leave open. A mandatory box should be marked with a
star (*) and the writer should not be able to continue before the box is filled in. When a box is not
filled in and the writer presses on send it should note why it is not sending and which box is still
open.
Furthermore if possible it should automatically send part A to the department head of the corrective
department and the NCR Co-ordinator. For example when someone from the assembly department
detects a NCR and he decides that engineering will need to fix it, the email will be send to the head
of engineering department and the NCR Co-ordinator. For sending part B the same has to be done,
except the head of the solving party will be changed by the person who wrote the NCR.
On top of that, part A should be blocked for the party that takes the corrective action and part B has
to be blocked for the person detecting the NCR.
9


Figure 1-2 New NCR Form
Explanation of the boxes
Part A
Project number (Mandatory)
This box did not change compared to the old form; the writer fills in the number of the project and
when it is filled in, it should automatically fill in the project description, project leader, customer and
the delivery date for the customer. In the old form this was filled in 99% of the times, so this box can
be considered as safe.
Planned delivery date (Mandatory)
The Planned delivery data is also extracted from the old form. However, the meaning of the word
may have slightly changed. It should stand for the date that the department needs the
part/product as latest.
Username (Mandatory)
The username should automatically be filled in and linked to his department. So at once it should be
clear who detected it and for which department he works.


10

Corrective action by (Mandatory)
Here the writer fills in which department should be taking the corrective action, instead of an
individual. A dropdown menu with all the departments would be the best way to do so.
State (Mandatory)
Whether the NCR is opened or closed should be filled in automatically, only the NCR Co-ordinator is
able to close NCRs and has a clear overview of what is opened and what is closed.
Attachments
In the current system, the majority mentioned that it was time consuming to put an attachment to
the NCR. Therefore, based on the form analysis, it was demonstrated that only 12% of the
employees attached an attachment.
Since the new NCR form, modified for Petrogas, saves huge time for employees to fill in the NCRs, it
is not a major constraint to focus on (for Petrogas currently). However, when the new process and
form is established perfectly, the co-ordinator mainly focuses on attachment problems and uses
Dropbox and Air Droid to upload photos that employees took.
Caused by (mandatory to fill in; whether if its caused by supplier or Petrogas)
In this box the writer fills in whether the NCR was caused internally or externally followed by a
dropdown box, which shows the specific department or supplier. In the old form, people were used
to fill this box in for approximately 90%. When they did not fill this box in, it was because they either
did not had the knowledge or were afraid to blame a colleague. However, with this new from they
do not have to blame a specific colleague.
Description of non-conformity (Mandatory)
Here the writer explains what needs to be done, in order to fix the product according to the
standards.
Part B
Estimated costs & hours (Mandatory)
In the old form, this was predicted on beforehand by people who had little knowledge about this.
Now, this is done when the non-conformity is finished, therefore the cost and hours are much easier
to fill in. At least, this is done by someone who has more knowledge, because he or his department
actually fixed the non-conformity.
Remarks
An open text box were the writer of part B is able to fill in remarks about the NCR; ideas of how to
prevent it or problems that he faced during the solving process of the non-conformity.

11

NCR Co-ordinator
Requirements:
- Knowledgeable about Petrogas and its departments
- NCRs should be top priority
- Good analytical skills
- Preferably someone that has been working for Petrogas for some time
- Preferably knows how to read product specifications

Job Description of the Co-ordinator:
- Receives all NCRs
- Starts tracking the NCRs.
- Does a root cause analyses for recurring NCRs
- Assigns corrective/preventive action supervisor
- Informs senior management/management team
- Analyses trends in the NCR system
- Gives feedback to initiator and solver
- Holds periodically NCR management meetings
- Closes all NCRs.
Cost Calculation: NCR co-ordinator daily receives 3 NCRs on average (prediction). Therefore, based
on this calculation, the co-ordinator is required to work on NCRs 3 hours per day. In Table 2, the
estimated cost of assigning an NCR co-ordinator is estimated per year.
Task Cost/hour Hours Weeks Total cost
Reading NCR 95,00 0,25 52 6.175,00
Writing part of NCR - 0,25 52 6.175,00
Root cause analysis - 0.75 52 18.525,00
Trend analysis - 0,25 52 6.175,00
Unforeseen complications - 0.75 52 18.525,00
Feedback - 0,166 52 4.100,20
Closure - 0,083 52 2.050,10
Report for management - 4 4 1.520,00
Prepare management meeting - 2 6 1.140,00
Total 95 2.6 52 64.385,30
Table 1-1 Cost calculation NCR co-ordinator

12

Red tag system
Each department has a stack of red tags such as the one
shown above, a supply of tie-wraps, duct tape and/or
rubber bands to fix the red tag to a product. When a NCR
is detected, it gets a red tag to indicate that the product
should not be used. The red tag contains the date and
time when it was detected, but also the name of the
department and the individual who identifies the problem.
If possible, the department which will solve it will also be
written down. Once the NCR has been solved, the solver
checks the box to show that it has been solved, and knows
to which department and person to bring the fixed
product.
Below is illustrated with an example how the red tag
system will ideally work. In this example, assembly detects
a problem that can be fixed by wielding.
1. The assembly department assembles a new
installation
2. An employee detects an non-conforming product
3. He fills in part A of the NCR form, sends it, and fills in a red tag. Parts of the red tag can be
filled in quickly by using a department stamp and/or a time stamp.
4. He brings the product (with the red tag connected to it) to a designated NCR corner
1
of the
wielding department to fix it
5. An employee of the wielding department sees that there is a product in their NCR corner,
reads the red-tag and fixes it accordingly.
6. This employee looks up the relevant NCR form and fills in part B, and checks the bottom box
of the red-tag to show that the product is fixed.
7. The NCR form is now complete. The preventive action process can start from here. The
wielding employee brings the product back to the assembly NCR corner.
8. An employee of assembly sees that the fixed product has arrived in their NCR corner, and
uses it.


1
A designated spot for non-conforming products to prevent them from being used accidentally. It can be
divided in a section for parts that have to be fixed and parts that have been fixed
Figure 1-1, a red tag
13


Figure 1-2, example of the NCR process
Frequency of NCR meeting
Monthly department meeting: separate time schedule for each department head. Most
likely the Co-ordinator and the departmental manager have to discuss approximately 10
NCRs per meeting.
Quarterly NCR team meeting: the quarterly meeting is required for all the managers (within
the NCR team) with the co-ordinator. When stakeholders are not available all at the same
time, it is possible for the co-ordinator to have two meetings. In this meeting, the co-
ordinator decides which NCRs are to be discussed, based on his analysis and the data he
gathered.
Quarterly meeting: Similar to quarterly meeting. The NCR co-ordinator analyses the
database, categorizes them and discusses them with the managers. In this yearly meeting,
the co-ordinator has to include the senior management team as well.
Stakeholders involvement and content of meeting
Monthly Managers individually discuss all the NCRs occurring in each department
Quarterly Entire NCR team discusses selected NCRs with preventive action.
Quarterly NCR team discusses with senior management team about the largest constraints in
each year.
14

Training
The co-ordinator is responsible for trainings related to the new system/new form. In the final
presentation at Petrogas, which will be held the 17
th
of June 2014, all stakeholders will be present if
possible. Therefore, the managers are aware of changes made by the project team. In the future,
Petrogas will provide proper training for their employees to manage the new NCR process and form
adequately.
Frequency of reporting
At this moment, when a detector finds a non-conformity product, he submits the report to several
people in an unorganized way; there are too many people in CC. The new process suggests to report
a NCR to the department manager and the Co-ordinator. However, it is important for some
stakeholders to receive the NCR immediately to tune their schedule. For instance, the planner has to
have the NCR as soon as possible to alter his planning. On the other hand, the procurement
department has to have its reports not as frequently as the planner. The procurement department
requires a monthly, quarterly and/or yearly report from the co-ordinator to take an action against
suppliers. Eventually, it is the co-ordinator who is responsible for the frequency of reports.
Costs of implementation plan
By knowing the fact any calculation of implementing our recommendations is out of our scope, the
project team still provides an oversight of necessary costs. The recommendations include the job of
the NCR co-ordinator, together with modifying the system in order to get a two-step form. In order
to get the system to work efficiently; managers and employees need to be trained.
Category
Number of
person
Cost/hour Weeks Days Hours Total cost
1. NCR co-ordinator 1 95,00 52 5 2.6 64.385,30
2. Modification of system 1 95,00 1 1 24 2.280,00
3. Training managers 15 95,00 1 1 2 2.850,00
4. Training employees 150 95,00 1 1 1 14.250,00
Table 1-2, Estimated costs of implementation plan

15

APPENDIX 1
Interview number 1 with Tjerk van Emmeren (service department)
Thursday 15.05.2014 at 09:00

Executed by: Lorraine van Dijk
DongMin Son (DM)
Observer: Milad Dashti

Summary
Employees see the NCRs as critics on their work. It is not seen as an improvement for the future, but
as a mistake, that is why employees argue against it.

This is a communication problem, but there is also a system problem. When NCRs are written, there is
almost never feedback given on it. In the report some people are not an option to click on.

Mr. van Emmeren knows the costs of the NCRs of his department. He is the only one who knows,
other departments have no clue. The quality department is not involved in the NCRs.

No one is overlooking the NCRs and updating the status. This results in that the engineers find the
same faults over and over again, since nothing is done about it.

The service department reports their non-conformities in Trimergo, which was in total 700.000 euros
last year. This means that a piece of information was not given to the project team prior to the
interviews.

The service department writes 30% of its NCRs and 70% they leave out. Tjerk van Emmeren fills in the
NCRs for his department because the engineers cannot connect with the system when they are out of
the country.

Transcript
Lorraine: We are a student group from Fontys, we try here to see what the problem is with NCR writing and
the process of the NCRs. We already found some data, but we really want to hear from the employees what
actually the problem is in order to come up with a solution.
DongMin: In this interview we want ask you mainly about the problems of the NCR that you might have
noticed, and a little bit about a solution that you might have thought about. That is actually the main goal of
this interview. Approximately this interview will take 15 30 minutes.

DongMin: Then, we would like to hear it from your side; we would like to ask about yourself, from which
department.

Tjerk: I am from the service department, and I do write quite a lot NCRs, as our guys in the field discover
problems and report them to the different departments here in the company, and the biggest issue with the
NCR system is that people see it as very critic on their work. They do not see it as an improvement for the
future, but they think they are wrong, making faults, so that is a big issue. People always argue against it. They
do not say we have to look it to this, how it was caused and everything, but they simply say that it is not true,
that is was not their fault. So, everybody is cleaning their own plate.

DongMin: Could you actually define which category it does fall into, is it a communication problem, or the
system, the people or the form?

16

Tjerk: Communication and the system both. The point is if you write an NCR, you will never get feedback on it.
I write an NCR, and then I have to email it manually to different departments who are involved. The email
addresses will be set automatically, and I can add people if I would like to. The point is as soon as I register it,
then maybe someone will respond on the email, but if nobody responds I never hear from it again. So, I dont
get feedback on the NCR, so I do not know if it is solved or improved for the future. It should be a good thing if
the original reporter of the NCR should close the NCR, so everybody should have to get back with an answer or
solution, which is good enough for me to close the NCR. And that is why a lot of people do not write NCRs
anymore, as they can write it down but nobody does anything with it.

DongMin: Do you have any problems with the form then, that the form itself is a problem?

Tjerk: Sometimes some missing departments, persons who should solve the issue, or companies that are
missing. So, we buy parts from companies and if the NCR is caused by the supplier we have to add the
company, but some companies are not on the list.

Lorraine: We already also looked at different systems: that you as initiator fill in the first part, which is the NCR
description, then the Quality manager fills in the second part, how much it is going to cost. So, every person
checks what the person before him filled in, and then it is closed.

Tjerk: Yes, the point is, I believe, our quality department does not know how expensive it is to solve it.
Normally, for my part, I write down the costs of the problem, as I know the hour rates for field service
engineers and the costs for visa, flying, hotels, everything. So, especially not direct cost but indirect costs are
pretty high when you are solving problems everywhere in the world.

Tjerk: Our Quality department is mainly mechanical orientated or completely mechanical oriented, and they
only know welding certificates, welding procedures and everything like that. They do not know electrical
issues, so they are not involved in that part. I believe our quality department is not even involved, I never send
a NCR to the quality department.

Lorraine: Who is then involved when you write a NCR?

Tjerk: For example, if they made a fault made in the assembly, our assembly leader is involved. Or if a supplier
supplied the wrong part or the part is defect, our purchase department is involved. So different departments
are involved, but there is no one who is overlooking all the NCRs and is saying we have to solve this, how do
we solve this, is it already solved? Because some of the problems we find in the field are solved already as we
are assembling installations that were produced already 2 or 3 years ago.

Lorraine: How important is that the NCRs are not written down completely for you? Is it really effecting? It is
effecting the company because it costs lots of money.

Tjerk: It is pretty important, not especially for me, but for our engineers, because they get irritated finding the
same faults over and over again. They are now at a stage where they said: passing and leaking valves, we do
not report them anymore, as they dont do anything with it. I do not believe that is the way to go. I believe at
the end of last year, Frank requested them again: Please, report all the issues, as we have to follow them, and
go back to the suppliers that they are not delivering the right parts.

DongMin: So the big problem is that they do give any feedback, so that the engineers do not want to fill in the
NCR form anymore and that cause the same problems again and again.

Tjerk: We even created not completely NCRs system, but we got in our system Trimergo, for all the warranty
projects, we are now defining them in different categories, mentioning the cost and solution. As not for all the
warranty projects issues are NCRs issued. So then they say at the end of the year that we have so many costs
on non-conformances, but if you take a look at the other list on Trimergo, it is approximately 6 times that
amount of money.

Lorraine: But that is something your department does as a solution?

17

Tjerk: Yes, because we want to find the cause, and for example 25% of the warranty costs are caused by
delivery not conforming scope. So we have delivered an installation that was not conforming the scope we
agreed on with the customer.

DongMin: So the delivered part also causes a lot of problems then?

Lorraine: That is why the customer is in our NCR data is low, because the Trimergo is not involved in that
indeed.

Tjerk: Maybe you should take a look at that list.

Lorraine: That is a good thing. But then the communication between the departments is a little bit off, with the
NCRs too.

Tjerk: Yes. No, I never get any feedback; the only feedback I get sometimes is from the assembly. Most of the
time they say: No it is not our fault because this or that. It is not always true.

Lorraine: No, it has to be like one company: if someone makes a mistake, then we will try to fix it.

Tjerk: Yes, but they are arguing against it, that is the point. They are not saying: we have to improve quality or
change some things in the process, instead they say it is not our fault, it is not true.

DongMin: And also, another question I want to ask you: how do you guys fill in the NCR, because is it like the
workers in the workflow who has to fill in, or you fill it in?

Tjerk: Most of the time I fill in the NCR, because the connection with the system is pretty difficult from outside
the Netherlands, we have to use a VPN connection and it is difficult and too slow to fill in the NCR from, for
example: Saudi Arabia, India and some of these countries.

Lorraine: So you think maybe that it is a good thing too, that there can be system..

Tjerk: If it is easier to use, they probably would create more NCRs and we can improve the quality. So if it is like
an online system or something similar, they do not have to make a secured connection every time, it is much
easier.

Lorraine: and that you have maybe access on your phone. So they have their phone and can immediately write
the NCR.

Tjerk: Yes, if they can have access on their phone, immediately make a picture and make a short description
would be great.

Lorraine: Actually, I want to ask something about the process. Now, you said that the customer does not get
the products according to specifications, but when do you think that has to be detected? Doesnt that have to
be detected all the way down in the warehouse?

Tjerk: No, no. The warehouse does not know anything about specifications, that is the fault of the project
leader, as he has to go through all the specifications and that is the problem again. They are like thousands of
pages; it is very hard to do not miss points in the specifications. There are electrical, mechanical specifications,
painting, welding, construction; every customer has its own specification, so there is no standard.

Lorraine: So, the NCRs will be detected anyways in the assembly or at the customer?

Tjerk: Yes, most of the time at the customer. When we are assembling the installation on site, most of the time
there are a couple of people on site who know the specification from the beginning to the end. They simply
walk next to the installation and see what is not according specs. Sometimes, we can manage to say it is also
okay this way and they accept it, but not always.

18

Lorraine: do you think at the NCR system, that you can fill in everything? That it is not too specified?

Tjerk: No, I think I can fill anything. That is quite okay.

Lorraine: because some people have difficulties filling some parts of the form.

Tjerk: No, most of the times I can fill them all in. I am only missing some people of departments to click on, like
I said.

Closure.

Milad: I also have two questions, before; you said that sometimes you deliver a product to the customer that is
not conforming scope that is agreed upon, what is the reason for that? Why do you deliver something
different than what the customer asked for?

Tjerk: It is very difficult to read all the specifications, sometimes even at different places at the specifications
they are contradicting each other. It is a designing problem, but it is hard to read the complete specifications,
you cannot make an easy overview of it.

Milad: Do you also sometimes decide not to fill in a NCR? If you receive, report that something is not
conforming?

Tjerk: Many times

Milad: What is the reason for you to decide whether to fill in this NCR and not another one?

Tjerk: If it is very clear who is responsible, I will fill in the NCR.

Milad: So, if it is not clear who is responsible, you do not fill it in?

Tjerk: No, and if for example non-conforming scope or that kind of problems, I never fill in a NCR.

DongMin: Then, how many percentages would you say that you fill in NCRs?

Tjerk: I believe it is like, 30% I do fill in, and 70% I dont fill in.

DongMin: That is actually quite a lot, because we came up with a scenario how much it will cost if only 20% of
the NCRs are filled in, that it will cost the company 7.5 million approximately.

Tjerk: I can show you the list of the Trimergo system, and then you can see all the Warranty cases.

DongMin: Oke, so that is an extra set of NCRs?

Tjerk: Those are the real costs, at least for the service department, and all the warranty cases.

Milad: Yes, because when we just started this project, they told us that the costs were anywhere between
500.000 and 2 million euros. Right now, we can see that probably those costs are way higher.

Tjerk: I believe only our department, last year was about 700.000 euros. I believe we are the biggest, but I do
not know for sure. As we are at the end of the line, and have to solve all the last problems.

Lorraine: So, maybe then 2 million is still in reach.

DongMin: Could you send us the database? It would be really helpful for us.

Tjerk: I can print it out. The only thing is, all the problem descriptions are in dutch.

19

Lorraine: That is no problem; we have Dutch students. We can translate it.

Tjerk: I will print it out, and I will be back in a couple of minutes.

Lorraine/DongMin: Thank you very much. Thank you for your time. And we will probably see you next time in
the workshop.

Interview number 2 with Marc v d Boogaart (Assembly)
Thursday 15.05.2014 at 10:00

Executed by: Willem Castelijns
Mary Ghadiri
Observer: Milad Dashti

Summary

Big projects report in NCR database (10%), others in iAuditor (90%) because its simpler and saves
time.
20% of total NCRs is not reported at all, because they are very small things that are easy to fix and not
worth the extra time to fill in an NCR
Improving the NC reporting is very important for his department, because there are recurring
problems that are not fixed.
A lot of information in the drop-down menus is not up to date and this causes problems and costs
even more time
Main problem with the system is that it simply takes too much time to fill in an NCR
Assembly is often blamed for problems that originate from an earlier stage (e.g. engineering)
No quality control on suppliers causes many problems for the organization as a whole
In order to report more problems in the NCR database Marc wants it to become less time consuming
(simplified)
iAuditor data is send to Frank, he analyses the costs and hours but other than that nothing else is
done with data

Transcript
Willem: is it okay for you if we do the interview in English?

Marc: yeah I am okay

Mary: thanks for being here. We know that you are busy so we will try to keep it short and quick as possible.
We would like to say that we are recording your voice. So are you comfortable and fine with that?

Marc: Yes, it is no problem

Mary: So we want to explain to you briefly what our group is doing in Petrogas; you will have a clear picture of
our project and we will all be in a same page. So hopefully the outcome of this interview will be useful for
Petrogas.

Willem: So probably you know that Petrogas has a system for dealing with NCRs. That is why we are here
because at the moment the system is not effective which causes a lot of problems internally and externally. So
we did a research and we found out that you report NCRs regularly. Based on our information, you report 54%
of assembly NCRs.

20

Mary: We would like to know about your daily activities and the responsibilities that related to NCRs. Can you
please tell us a bit these matters?

Marc: Basically, I try to prepare the work for assemblers, I have to get the drawings from the system, copy
them and make clear pictures for them. It is not about general arrangements; it is also about equipment, etc. I
make several copies of them and provide them to assemblers.

Willem: So you do not do assembly anything yourself?

Marc: At this moment, No I dont.
We have several projects. During the projects, problems come and I try to solve them for assemblers. If we
have a problem like we dont know how to assemble or what the project leader has in mind, I try to get the
answers, and make it clear for them. During the project (big projects), NCRs cost a lot of time and I think in the
whole organization is not clear how much time costs. And what I do separately is with my iPad I have NCRs list
for each project and I make pictures, describe what the NCR is and I give it a time for what we expect how long
it takes to fix the problem. Why I do it that way because it takes less time. I fill in 54% of NCRs, but I think 30%,
40% I dont record and that happens when the problem is easy to solve (4:20) but it takes time to solve. Before
and after every project the time used is being calculated, the difference is registered and forwarded to my
supervisor Frank v d Sloot (Plant Manager) a lot of the times it is because of NCRs, the big NCRs cost a lot of
times are reported because they cost a lot of time.

Mary: How important is NCRs for you and your department?

Marc: it should be important. We see regular comebacks and That is our biggest concern when we dont think
anything done with NCRs. Most of the times, I think nothing is done with NCRs within the organization.

Willem: How important is it for you if the system gets improved?

Marc: very important I think.

Willem: so you can use it more often.

Marc: we should simplify it I think.

Willem: so now you use IPad you said. But dose it use the same form?

Marc: No, it does not. I use iAuditor.

Mary: So you prefer to have a simple form, not really a complicated one?

Marc: Yes, it costs me too much time to fill in the NCRs. When I fill in the NCRs, I have to attach the pictures
and that is time consuming. With iAuditor, it takes me a minute to describe it and I am done. And after that, I
make a PDF file and that file goes to frank.

Willem: so you know the process of NCR. When it occurs and when it finishes it and you use this form
regularly?

Marc: yeah

Willem: Are there any major bottlenecks or things that are hard to fill in with this form?

Marc: No, they are not hard to fill in. sometimes that you have an NCR within the organization, you cant
(Dutch)

I can not select it, selecting a box is not always possible if there is for example a different supplier, the options
are not up to date, which results in some phone calls that have to be made in order to make it up to date, this
is also the case for project numbers for example.
21


Willem: But isnt it hard to blame someone that caused the NCR? Or the form is not up to date?

Marc: This is not always up-to-date. You can blame someone but it is not always obvious who did it. You have
to blame someone..

Mary: It is not always clear who that person is.

Marc: exactly

Willem: what about estimation of costs and hours? How do you predict them before hand?

Marc: yes I predict them

Mary: so what is the main problem of the system according to you? Main issue?

Marc: There is no main issue. It just takes too much time for me and something can be done simpler, I think.
You cant always choose the correct category. The same situation when we want to describe where the
problem is.

Willem: But do you select a random option then? Or you dont fill it in?

Marc: Yes, I fill them in.

Willem: so now we come to the point of occurrence, how many times it happens. So are there any specific
criteria for an NCR.

Marc: Basically, when an assembler is assembling and he has to stop because there is a fault, it doesnt matter
how tiny it is, for him it is an NCR. It is a setback in time; the times we do have in assembly are pricey because
most of the companies think we do too long about things and I say no. That is not correct. We just have so
many setbacks of NCRs and etc., which it takes that amount of time. And that is the discussion that I have had
since I am with Petrogas. The NCRs are very important. I really dont know if the organization sees them as that
important. For instance, I can get really mad about that, we have a big problem overseas with Thomson
heaters, they are leaking and there was an NCR and it costs lot of money. But the problem it occurred in
engineering, but the hours we made to do corrective actions were reported in the name of assembly. When
we have a meeting, NCRs in assembly department may cost around 250,000 euro, then everyone look at our
department, but the real problem happened in engineering.

Willem: In between engineering and assembly is quality department. So they are also responsible and they
have to check if it is correct.

Marc: that is the problem with NCRs and I think out of 100% NCRs that I make, 50% is quality issues. For
instance, Skid was made by supplier, and later the fault came to quality but the only one we can blame is the
supplier. However, I think the quality department is responsible as well and that is something that you cant do
the NCR as well at this moment.

Willem: normally since you are at the end of the process before the customer, you are saying that youre
getting blame because of earlier problems.

Marc: Sometimes it looks like and it speaks it out that way but when you are looking back, that is not true.

Willem: so who decide in assembly when to fill in an NCR? Is it you?

Marc: Yes.

Willem: so we have the right person. So do you have any idea how many times NCRs on assembly stage is
registered or done nothing with it?
22


Marc: I think, with iAuditor and NCR, I describe 80% of NCRs.

Mary: what are the possible solutions according to you for Petrogas?

Marc: Control, I think. Basically, We have no quality control on suppliers and that is a big problem through the
whole organization. And the problems occur in assembly department and then it is almost too late to take
action to it.

Willem: how many times do you think your department cause an NCR? Does it happen at all?

Marc: yes we make NCR as well. And I have to be honest I dont register them at this moment. I only register
the big problems when it costs huge amount of time then I will write an NCR and the little ones we dont
record them.

Willem: how do you define the little ones?

Marc: For example when the handle of valve mounted a wrong way, we need to change it and it takes 10 or 20
minutes to change that. Those kinds of ncrs we dont report.

Willem: how we can motivate you that you write all of them?

Marc: the motivation is about the time that it takes to fill in NCRs. When I have to write down all of them in
the system, it takes me 2 to3 hours a day and I dont have time for that. And that is why I use iAuditor. .
Because it is much easier.

Mary: Milad do you have any question to ask?

Milad: Yes. so you report lots of NCRs wit I auditor, so where is this data saved?

Marc: the only thing that I think it happens with these data, it goes to our supervisor, Frank, and it is only for
calculation time matters. And that is really important for me because I am responsible for calculation of time
and that is my goal to get the system done in the calculation time. But I think after that there is nothing being
done with that information.

Milad: so it doesnt support any corrective actions?

Marc: No. My feeling is till today, we write down the NCRs in the system but there is nothing been done with
it. So that is also demotivate us because we say why we should write the NCRs when no action will take to
solve them.

Milad: do you know what percentage you report in the NCR system and what percentage with IAditour?

Marc: I think 10% wit NCRs and the rest of with iAuditor.. And I have them all in my PC. If you want I can
provide them to you.

Mary: yes that would be really useful.

Marc: you may see that description in iAuditor is a bit different but the rest are the same.

Mary: Also do you consider anyone important that we should talk to?

Marc: NO

All: thanking him, closing meeting.


23




Interview number 3 with Ruud Sanders (Planner)
Thursday 15.05.2014 at 11:00
Executed by: Willem Castelijns
Mary Ghadiri
Observer: Bas Claassen

Summary
Ruud is a planner and is responsible for the planning from beginning to end. He is mostly takes care of
scheduling the workshop and a little for the office.
As a planner he is working with everybody and all the NCRs that are written are sent to him.
He doesnt fill in any NCRs himself, but the information about the costs and hours and effect on
planning are most relevant to him. The costs and hours are assigned to a department by him based on
the report. He is also not informed about what actions are to be taken with regards to CA/PA.
He is not aware of in what stage the NCR currently is, he has to go after this information himself to
find out whether it is already closed or still being worked on.
He estimates that about 30% of the NCRs are reported.

Transcript
Mary: thanks for being here. We know that you are busy so we will try to keep it short and quick as possible.
We would like to say that we are recording your voice. So are you comfortable and fine with that?

Ruud: yes, it is okay.

Mary: So we want to explain to you briefly what our group is doing in Petrogas; you will have a clear picture of
our project and we will all be in a same page. So hopefully the outcome of this interview will be useful for
Petrogas.

Willem: So probably you know that Petrogas has a system for dealing with NCRs. That is why we are here
because at the moment the system is not effective which causes a lot of problems internally and externally.

Mary: We would like to know about your daily activities and the responsibilities that related to NCRs. Can you
please tell us a bit these matters?

Ruud: I am planner, scheduler. So I am responsible for the schedule from the moment that there is a prospect
or offer till it is on the truck. My main business is scheduling the workshop and slightly the office but mostly
the workshop. So I am responsible for everything that needs to go on time and therefore, I am working
practically with everybody and I think all of the NCRs are sent to me. So most of the times, I have some
involvement with all the NCRs.

Mary: How important is NCRs for you and your department?

Ruud: It can be very important. Some of them are not but most of them have an impact on the planning and it
a big cause of delay in my planning.

Willem: So would like to see it solved?

Ruud: well you cant solve that we make NCRs

24

Willem: that is truth. But at the moment, so far, we saw that there are three different systems and a lot of
NCRs are not getting written down and you lose lot of money.
Guy: yes, and most NCRs, I am already aware of because I am the first person that they call if something goes
wrong and they cant make it on time because of several reasons. I also get NCRs that they have been already
resolved so I get everything.

Willem: are you familiar with NCR form?

Ruud: yes, I see the result of it, but I dont fill it in. but the relevant points of this form to me are for example, if
there is an estimation of cost and hours, then I have to figure out on which departments those are made. And
if it is a delay or something is wrong with delivery, I need to know when it can be solved, an end date or fixed
date. So I can imagine if you write an NCR, you are not sure when the issue will be resolved but somewhere
along line, it should be a solve date.

Mary: so what is the main problem of the system according to you? Main issue?

Ruud: the only thing right now for the planning that it is on there, it is estimation of hours but I cannot see
that. And for the supplier part, they never say when the issue will be solved or already solved because most of
the NCRs that I see are already fixed but I cant see it. So I have to make phone calls several times or just wait
for them to come to me.

Willem: so does it take a lot of time per day, or week?

Ruud: Not reading the NCRs but solving them or knowing what goes on take time.

Willem: So are there any specific criteria according to you what an NCR or not.

Ruud: If it takes an X amount of cost, it should be written down. At least be avoided and it has impact on my
delivery time and if the issue has an impact on my complete time of my project then it is an NCR. So if the
supplier says I will deliver a new one within a month and no costs are involved then it is an NCR. And based on
that we also can report to our customer.

Willem: How many times according to you NCRs are written?

Ruud: I think it is only 30%.

Willem: and all on the same system, or do you see different systems For example: iAuditor that assembly
department uses it?

Ruud: I only receive NCRs. Also I receive emails, which is related to NCRs.

Willem: so you dont get blamed, it is only to get informed for your planning?

Ruud: Yes I get informed but I dont get inform about what the actions are. So I need to know if I have to do
anything, change my schedule, inform sales or project manger.

Mary: What are the possible solutions according to you for Petrogas?

Ruud: I think filling the NCR form should get better but also it should have more steps. For examples, when it is
written, what the progress is, when it will be solved. Also some preventing actions are needed. I think what
could help is if one or two persons on quality are really be responsible for it. By doing that, at least someone
has an overview what it is open, or what it is closed. Then I can ask that person questions what the states on
the NCRs.

Mary: do you have any question Bas?

Bas: Not really, will you attend to the workshop?
25


Ruud: yes, you can ask me.

All: Thanking him, closing the meeting.

Interview number 4 with Bas Straatman(Coating)
Thursday 15/05/2014 at 13:00
Executed by: Lorraine van Dijk
DongMin Son (DM)
Observer: Milad Dashti

Summary

Working as paint inspector & outsourcer and writing a lot of NCRs
Follow up is the biggest problem, he has no idea what happens with them
He wants a confirmation or notification when the NCR gets solved
Filling in he is seeing as part of the job
Writes down 10%, other 90% is too small to write
Never had a meeting regarding NCRs
Suggests making a system that pushes the NCR through the organization automatically.
Wants people to be chased to solve the NCR through emails.

Transcript

DM: So we are from the student group from Fontys, and we are here doing a junior consultancy project to find
out the NCR problems and to give an implementation plan for Petrogas. Anyhow thats why we are here. The
goal of the interview is to find any problems for your side. And then we know what kind of solution we can
offer.

Bas: Like a result?

Lorraine: So first we want to ask something about yourself, what you normally do etc. department.

Bas: Coating & Outsourcing, so I am responsible for all kind a things for coating. Coating inspector.

Lorraine: and how important are the NCRs to you.

Bas: pretty important because NCRs I make are big issues and time consuming regarding production and
assembly.

DM: Can you explain us why that is time consuming?

Bas: Because when the paint damages we have to
and its time consuming because paint has to dry.

Lorraine: Do you write the NCRs yourself?

Bas: Most of the times I do.

Lorraine: Because are you the one responsible for that? In your department.

Bas: yes
26


DM: On the research that we had based on the NCRs database we got from the company, you somehow also
wrote the NCRs regarding the warehouse. Is that true?
Bas: Yes, the warehouse receives the painted items, so they find out if there is a flaw in the coating, then they
call me to check it.

DM: so the NCRs that you record are mostly about the paint, or damages regarding the paint.

Bas: Yes

Lorraine: What kind of problems do you have with NCR system or process?

Bas: The biggest problem is the follow-up of NCRs

DM: Like Feedback?

Bas: Yes

Lorraine: The form itself, can you all fill it in or are their certain parts that you dont agree?

Bas: There are some issues that are missing, then I contact ICT and they put it in so it is not a huge issue.

Lorraine:Okay, but not like some boxes that you are not able to fill in like hours, costs or root causes.

Bas: Thats the big question mark because I dont know how much time it will take.

DM: And that happens, you used to contact the other department so they know about it. Or to know the costs,
date etc.

Bas: the costs and hours are primarily my responsibility, because I have to contact the assembly department to
make sure they are ready.

Milad: So you are receiving an NCR, then you do the coating after you fill in the report right?

Bas: for instance a boll valve comes in and has transport damage, or the supplier painted in the wrong color,
warehouse comes to me, they ask me to check the boll valve or any other damages in the painting, if it is good
it is good. And if I have to fill out an NCR I fill out an NCR, I try to communicate with the suppliers to fix it.

Milad: and do you do the coating or is someone else doing it?

Bas: I am primarily the outsourcing, and coating inspector.

Milad: once a color is incorrect, you receive the information that if the corrective action is done?

Bas: Not always.

Milad: Lets assume you do, do you then come back to this form and closing it with feedback?

Bas: No

Milad: So you only fill it in?

Bas: Yes I only fill it in and send it around to the necessary people, who are normally project leaders or
purchasers that have to follow up on it.

DM: And about contacting suppliers directly, do you do it often? Is it like a guideline that you have to
communicate with your supplier directly or does it has to be done be another person.
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Bas: for the general coating work, like piping vessels and that stuff, I contact the suppliers directly, and for boll
valves it is the purchase department.

Lorraine: But you said that the problem is the follow up, you want the project manager to see if the NCR is
executed.

Bas: Yes

Lorraine: Is there another issue in communication, system, form people or process?

Bas: Feedback would be nice, if you send out an NCR to people that need to have the NCR, feedback should be
included.

Milad : what kind a feedback do you expect?

Bas: I am from the military, so if we send an email out you get a response: Sorry, read it.

Milad: For confirmation.

Bas: Yes for confirmation.

DM: and was there a sort of a meeting to talk about NCRs and to talk about communication, or did you had
any chance to talk about it with a group of people where you could speak about it?

Bas: In the past you mean?
DM: Yes

Bas: Never had a meeting about NCRs

DM: Okay, specifically about this problem, NCR?

Bas: No.

Lorraine: But are you happy with the form, the system in which you can fill in the form etc.

Bas: I dont mind it, no it comes with the job.

Lorraine: so for you mostly only feedback, like you want to know if it is confirmed.

Bas: Feedback and follow up.

Milad:This is the only system you use for reporting NCRs? You dont use any other system.

Bas: No this is the only one.

DM: Well basically the reason why we ask these kinds of questions is because that is totally different
compared with the other departments. They all use different things. And they also mentioned that the form is
difficult to use. And thats why they use different forms. But for you it is convenient and good enough?

Bas:Yes for me its good enough.

Milad: well I expect when a corrective actions is executed you also have to follow up with someone else.
Right?

Bas: mmm no one really tells me.

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Milad: Okay

Lorraine: So you outsource the coating and then when it comes back no one says to you that it has returned.

Bas: The planner, transport planner he tells me when he can pick up stuff at coaters. And then I sort of know
when stuff comes in. But that is not sure.

Lorraine: so you fill in an NCR and you pass it on and it is gone?

Bas: Yes exactly.
Lorraine: I kind of get the idea that you want to know what happened with it and that you are concerned
about it. If it is okay, because there can be a problem that you have the same product twice.

Bas: yes, or one supplier that has a couple of issues with the same things, like transport damage. So we have 5
transport damages, in 5 different deliveries then there should be a problem with their packaging.

Milad: does it happen more often that the paint is damaged or a completely wrong color?

Bas: No most of the times it is damaged.

Lorraine: And can you tell us how many percent of the NCRs you do fill in?

Bas: Maybe 10%

DM: And what happens with the 90%?

Bas:For the 90 % it is give and take principle with the suppliers.

DM: Could you explain further about that?

Bas: IF a pipesmoel comes in with damage that occurred during transport, I contact the painter and ask him to
come over and paint it.

Milad: What would you tell the supplier in such a case? Do you let him pay for the costs?

Bas: yes it his problem, because we have standard rules for transport, such as all the pipesmoels have to be
taped together so that they are not able to move during transport, which is his problem so he needs to fix it.
And I dont want to write NCRs about that because it is Bull****. I can write an ncr for it, but it is quicker fixed
without a NCR than with a NCR. And also I heard stories from other companies like: Aaa your NCRs, they use
the NCR form as toilet paper right.

Lorraine: okay great Laughing!

DM: are there any other solutions that you can suggest for us instead of giving or having more feedbacks or
sessions, or are there any other things that you would like to mention as suggestion?

Bas: Yes automated, just like with outlook you can ask to receive notifications, so when someone opens the
email so you dont get the yes or no questions, because most of the times I click no. So make it automatically.
DM: okay, there might be a workshop session with the interviewed managers to come up with the solutions
together for the problems, Would you be willing to join the workshop to come up with the solutions all
together?

Bas: Yes if it fits my agenda.

Milad: we will let you know well before.

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DM: we always communicate with Mr. Andr, and he will probably send you the mail. That would be the next
time we meet!

Bas: okay no problem!

All: thanking him, closing the meeting and shaking hands.

Interview number 5 with Quint van Gijsel (work preparation)
Tuesday 20.05.2014 at 10:00

Executed by: DongMin Son (DM)
Willem Castelijns
Observer: Mary Ghadiri

Summary

Work preparation department lies between design and purchase and engineering department.
Non-existent of Follow-up is the key problem, Lack of options to choose in preventive action.
Cost of materials is easy to find (Trimerago), but estimated hour is hard to find, since cooperation
between departments related to estimated hour is weak.
Based on working experience, there was centralized information flow with team dealing with NCR
Monthly meeting to discuss about NCR with NCR team
Decision to write NCR is based on impact of the project. However, there is no standard for it.
Maybe within quality department, form up a team to deal with NCR only.

Transcript

DM: We are from the student group of fontys, we are doing junior consultancy project and we are taking a
look at NCR system in Petrogas. The goal of the project is to provide implementation plan for the new NCR
system. The goal of this interview is to get to know about the problem that you recognize in the NCR system in
the Petrogas. So this is what we are going to do. So we would like to ask about yourself; department, year of
the work etc. So, can you tell us about yourself?

Quint: I am responsible for work preparation. So thats a department after Engineering, between purchase and
shop floor. So we have to transfer drawings to products, which can be made. So the shop floor understands
what has to be done. Also that purchasing understands what they have to purchase.

DM: So it is design to the actual product.

Quint: Yep. So we decide where the parts are going to be made, and what is needed to make them. Besides
that I am also responsible for machining shop, milling and turning; so three employees are there for shifts,
making different parts for pressure vessels.

Willem: Firstly we will tell you about NCR, non-conformity. So how do you see it? Do you deal with it often?

Quint: sometimes, it is not very clear who is responsible for to write an NCR, and to address it. It is more
important to have follow-up to solve it. So sometimes I have notice something. It can be on my department
and machine shop. Also be something from assembly or sometimes I write an NCR, fill it up as complete as
possible and also to discuss with other department for solution, sometimes engineering, quality control, to get
the form as complete as possible. And to distribute to project leader and some other people are involved. And
then sometimes it is easy to stop but the most important thing is to make sure that never happens again. To
report is one, with the follow up, that is not really clear. For my experience in history, the company was more
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machining factory and quality control was responsible for NCR with another name but on the same base. Such
employee from that quality control was responsible to report NCR and for follow-up.

Willem: So instead of here everyone is busy with NCR, but there are people purely focusing on NCR.

Quint: to keep the information central, so that person also can provide all the information to department
where NCR reported.

DM: so you actually mentioned that they had those team centralized to focusing on the NCR in different
company, here you told us that you are discussing with certain people for the corrective and preventive action
right? How that does exactly works? Like a how many times in a week or a month that meeting arranged or
how many corrective and preventive action provided by team. Can you explain further about this kind of
discussion?

Quint: Oh, there are not standardized team for, so my experience was that we had a special NCR team, so that
was supervisor from each department, engineering, quality department all those people get together once a
month, and discuss all together about all the NCRs written that month, to see that okay how many time does
what failure occurred, cause rest have to take actions, wasnt always good, always went smoothly that there is
no team NCR. So when NCR occurs, he tries to solve it as soon as possible. Write down what is happened,
some information to it wont happen again. But most of time we go on further in the database and it stops.
Then we go further, oh, next NCR, but there is no really looking back and no gathering information.

Willem: and you mentioned about form. Is the just one on your ERP system or is it something else?

Quint: it is special NCR database.

Willem: this form right? From previous interviews we saw that different forms to use.

Quint: really? I only know one database,

DM: and you are only filling this one?

Quint: yeah only this one

DM: then how many percentages are you can say you fill NCR in? And you dont fill NCR in? Is this like a 50/50
or is it like 30/70?

Quint: When NCR occurs, for me personally, now the rule is when I notice NCR, I report it, you notice NCR in
your department, and you know it.

DM: only from your department?

Quint: I always check what is the impact of NCR, if the small tapping for trap, which cost 15 minutes, then
writing an NCR is more expansive. Is it really engineerings error, so the part doesnt fit whatever, materials not
right. So there is longer delivery time. So we have to order again, so there are a lot of costs, thats really
subject for NCR.

Willem: so how important is for your department work preparation that problem gets solved? How relevant is
it?

Quint: you mean just to get it solved?

Willem: to improve it.

Quint: yeah that is very important. Because, when there is an improvement, for example, engineering
problems, when they are occurring again and again, when there is possibility to stop them, to get to that to the
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basis where the problem occurred, maybe training for people on construction, technical team, we will get
better information, information will be send to suppliers or our shop.

Willem: so it is really about specifications, not about it takes too much time or that is hard to fill in.

Quint: no, its

Willem: its really about that what is contained information.

Quint: only thing is maybe a preventive action that is a little bit vague.

Willem: yeah like a few little categories,

Quint: yeah you have not many options to fill in right

Willem: so is there a box that is hard to fill in?

Quint: I worked at the company where such as more colleagues here and this similar to I used to have in
another company. So, for me it is familiar.

Willem: what about these, like estimated hours and estimated costs?

Quint: this is no the easy. You really cant tell when does the job is done, because its my time, its the time at
the assembly, welding, material costs that is the easiest part, you can find in the trimergo, what all parts are
cost, but its also sometimes, those engineering hours. When engineer made failure, adjust drawing and
maybe it will take an hour or two hours. For me its taking half an hour on the shop floor, to fill it in correctly,
so you have to not adjust only the material costs. So yeah most complete will be at the end, asking everybody
how much does it cost. However it is not reality. It is just a guess.

Willem: are there any specific criteria when you write an NCR? Like when this happens, when you write an
NCR?

Quint: lets say, it depends on impact. You have engineering problems like a last week with a flinch with 8
holes in it. But there was not on the drawing how much holes it was. So I asked engineer that little deviation,
can you adjust the quantity of the holes on the drawing? Then I get the reaction like well, I can see from the
glass where there are 8 holes. And that is the thing I do not write NCR, such a minor deviation. But the thing is
when they got a flinch with 100 holes in it, shop floor really have to count one two three four. and then
program the machine. That is ridiculous and that is what I want to. But that are minor deviations. Its like a for
me not much time, at the shop floor, they know what they have to make, but I give them feedback for the
engineering to adjust it, not only for this one, that should be complete; rules for drawing. When I really see
deviation on the product failure, and the product is very expensive part, then I will make an NCR. So that when
you report everything, making NCR costs a lot of money, but I understand, that is what always what
management team asks. You are complaining about engineering. Let me see how many times some failure
occurs. So many time, and how many? So that is the thing. Write down everything, we did it also at the first
company. That was an American mother company. So they want to know everything. Then we started to write
down everything. Really everything. At the monthly presentation, the NCRs are rising and rising. So they can
see how many times which failure occurs, but they were not happy it was for every little thing.

DM: that is actually we are here to come up with the solution.

Quint: so to come back with the flinch with the hole, its no big problem for that one, but when we got the
flinch with many holes, and there was no quantity, and at the shop floor, they miscount the hole and they
weld it, causing 30,000 euros. And the machining time. Then you are delivering. So then that impact will be not
to oversee. That is why for me I make a guess. Okay, how much cost, and to write it or not to write it.

DM: I think we got the most of information.

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Willem: do you got anything about solution? Some ideas that are methods to improve system.

Quint: what I would do is to make a, we have big quality department and every company quality department is
different responsibilities. Here is mainly paperwork and welding engineers, other company I worked for there
was really a lot of production insight so those quality people were really measuring quality. Maybe we have to
find one employee of the quality control to control it to be responsible for the system to fill in, to make
solutions to be a central player for solution. I think and then you are sure always the solution. Everybody
knows whom to talk with.

Willem: And they also make someone responsible for it, now no one is responsible.

Quint: now no one is. Exactly. That is my opinion.

Willem: did you heard about the app? For tablets or phones. Do you use iAuditor?

Quint: no, no.

DM: so are you only using this form right?

Quint: yeah, yeah.

DM: those are the most information that we wanted to get. And there probably will be some workshop, to get
to know all the problems from different departments, and also to come up with the good solutions all
together, try to communicate with each other. And then try to come up with the best solution together with
our group. Are you willing to join us for the workshop?

Quint: yeah, of course.

DM: so that would be the invitation for next workshop, if there were. So we are going to have best solution all
together. This is our plan.

Willem: you still have some questions?

Quint: no, no not yet.

Mary: do you consider anyone important we should interview with?

Quint: yeah maybe my direct colleague from work preparation Richard Nanning. Is he already on the list?

DM: he will be here today.

Quint: okay, so he is the first employee from this company. So very long time here. And knows all the
departments, work floor, assembly, and coating. So he can have maybe something more.

All: thank you very much for your time.


Interview number 6 with Jacob van den Pol (Head of engineering departments)
Tuesday 20.05.2014 at 11:00

Executed by: Willem Castelijns
DongMin Son (DM)
Observer: Mary Ghadiri

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SUMMARY

NCR is written a dumped in a bottomless pit to be filed and forgotten, and nothing happens with it. As
a result people stop writing NCRs because it seems useless. If we dont intend to learn from NCRs
then we might as well not write them at all.
People see the NCRs as a way to place the blame on someone. Both the initiator and the receiver
misunderstand the real purpose and try to clean their own desk. It is not about who made the mistake
but that a mistake has been made and it needs to be fixed. The mindset of all the employees has to
change regarding this.
The person who addresses the problem shouldnt also be the person who comes up with the solution.
The initiator also cant properly estimate the costs and hours, which makes completing the form
difficult and forms a barrier to even starting one.
The current NCR should be pulled apart. The form should only address the problem and there should
be an easy way to attach photos or even videos from any kind of device. The report should stop at
the corrective action. The preventive action should be done by someone that has the time to think of
it, maybe a team of different departments.
In the database you have problems enough finding your own NCRs let alone those made by others.
Another problem is that the lists with names of employees and suppliers in the database are severely
outdated.
iAuditor might be exactly what is needed because it is simple to use and also add attachments.
However, the way iAuditor is being used right now is not right because it is not connected to a
company database. Also the iPads that are used on the work floor break too easily.
Another idea is to have several levels of NCRs. The levels could be based on the impact of the non-
conformity or on the location it is discovered (On-site, workshop, office etc). But there should be clear
guidelines on when which type needs to be filled in.
In the department meetings NCRs are discussed in order for the department to learn from them. In
the meetings with senior management specific NCRs are not discussed unless it has a big impact on
the company overall.

Transcript

DM: So you might know about ourselves

Jacob: Yes, I met you

DM: Junior consultancy project for Petrogas to get new implementation plan for the NCR system

Jacob: What was it? LeaNCR?

DM: Yes, LeaNCR project. The purpose of this interview is to get the problems that you think of the NCR
system and to get possible solutions that you might think of, and thats why we wanted to arrange this
interview. So we would like to hear something from your side.

Jacob Ok, well I am the project director so I guide the project management department. We have roughly 25
project engineers. And I do it on interim basis but it has been over a year already. I also guide the mechanical
engineering team and we have 13 mechanical engineers. It works for me to do both departments because
both departments are in the project teams together. We have 6 project teams, I am sure you know already, so
that gives me a broad perspective on the projects that we do.

Willem: so you guide it from beginning till end.

Jacob: Basically.

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Willem: Ok then that is clear, you probably know about the NCR problem a little bit. So what do you
experience about it?

Jacob: I think my experience is the same as all of my colleagues. We write an NCR and we dump it in this
bottomless pit and its filed and forgotten and nothing happens. As a result people stop writing NCRs because
they think nothing is done with it why should I bother writing them?
I am a big fan of the philosophy behind the NCR thing, because its ok to make a mistake but its stupid to
make a mistake twice, we should learn from our mistakes. People should be allowed to have the opportunity
to learn from their mistakes. It makes you a better engineer, or better person. The way we deal with it up to
now is clearly not the way.

Willem: Yeah you are not the only one saying that

Jacob: No, Yeah we figured that out already and now the problem is, but thats more your problem: what is the
right way?

Willem: So how does it affect the people in your department?

Jacob: The strange thing is that people see the NCRs as sort of placing the blame. So one of my team writes an
NCR for instance to a mistake made on the assembly department. So the NCR is filed and emailed to Marc van
den Boogaard, one of the assembly team, and he responds with a furious email with lots of exclamation marks
Its not my fault you messed up yourselves!. Especially he misunderstood but maybe the sender also
misunderstands the purpose of the NCR. Its not saying you did something wrong its your problem so you fix
it, but a mistake was made and we as a company have to fix it. And thats I think a mindset that has to change
within all of the colleagues at petrogas that its not pointing the finger at somebody. Its mainly locating a
mistake or an error and something has to be done, and I think the person who addresses the problem
shouldnt also have to be the person who provides a solution. I think it should be sufficient for someone like
Marc van den Boogaard to say this is impossible assemble, its not strong enough, coated the wrong colour
and for him that should be it, merely addressing the problem. Because now if he writes the NCR we also make
him responsible for coming up with a solution, he doesnt know hes from assembly.

Willem: So basically what you are saying is most people are thinking only from their departments and not of
whole the organization.

Jacob: its a strange combination of pointing the finger at somebody else and keeping your own desk free of
problems. As long as you can push the problems back to the other departments then your own hands are
clean. And that is what people sometimes use an NCR for, I dont know if they do it intentionally.

Willem: Do you write NCRs yourself too?

Jacob: No, but I used to. When I was a project engineer I used write numerous NCRs and I faced the same issue
that nothing was done with them. In the database you have problems enough retrieving your own NCRs let
alone finding NCRs made by others.

Willem: So basically the people from the department that you are guiding they most often deal with NCRs

Jacob: Yeah. I get all of them, I am in the CC when the NCR is reported because all the department heads of the
departments involved are included and as a result for both mechanical engineering and project engineering I
am involved.

Willem: So it takes your department a lot of time too

Jacob: Yeah. And I think its ok to put some effort in writing an NCR, its ok in investigating an NCR and into
fixing the problem, but one time should be enough. If we have to fix an NCR 10 times over then its a waste of
time. And if we dont intend to learn from NCRs then we might as well save the time and not write them at all.
But thats not the way, I think.

35

Willem: And do you notice also that your people dont have time for the NCRs?

Jacob: If people knew that something would be done with the NCRs then they would make more time for
them. Now they have the feeling that nothing is done with them so they write an NCR only for real big
problems. Its more a way of addressing the problem to the senior management than it is to log the problem.

Willem: So I think you know this form as you have filled this in. do you experience any problem or boxes that
are hard to fill or are unnecessary?

Jacob: There was one problem somewhere you have to pull down a menu with the names, specific names of
colleagues, that list is outdated pretty severely. So there are a lot of names that no longer work here and new
names arent on there and thats difficult. And I have a problem with if I report a problem how the hell am I
going to make an estimate about the costs. And that makes completing the form difficult and people say I
wont start because Ill have problems finishing it.

Willem: Yes that is exactly what we also found out.

Jacob: And the same for the corrective actions, I dont know what the corrective actions would be.

DM: And what would be a set of solutions related to the forms or related to the process of reporting the NCR
that you might think of.

Jacob: I think it should be pulled apart. The form should be merely addressing problem. I think there should be
an easy way of attaching photos or even a video from a camera, iphone or ipad or whatever. That should be
made easier because now you have to put it as an attachment to the email but its not as part of the report.
And that would be helpful. And I think that the report should stop at the corrective action, so this should not
be a part of the report.

Willem: So someone else should do it

Jacob: Well I think maybe corrective actions should be filled in by the initiator of the report and preventive
measures should be different. So for this problem we do a quick fix so this would be the corrective action, that
took so long and cost so much. But for sure the preventive action should be done by somebody else that has
time to think of it. Maybe we should have a team of different departments that think of preventive actions and
subsequent costs.

Willem: So all the people from your department use this file and not anything else?

Jacob: I hope so.

Willem: Ok because we experienced that for example Marc van den Boogaard uses iAuditor the app on his
iPad.

Jacob: Thats Richard van Aarlebeeks fault.

Willem: So what would be a solution for you?

Jacob: If we can make the iAuditor app part of the database thats easily accessible for everybody else. I think
iAuditor is exactly what we need because it is easy to put a bit of text, snap a picture and its automatically
placed below the text.

Willem: Because now what Marc van den Boogaard does is he makes a picture and at the end of the month he
has a big list in excel and he sends it to Frank and thats all what is done.

Jacob: And then frank present those pictures in the quarterly meetings with the entire staff, so its presented as
a fault in the assembly department and after the meeting someone comes to me and says thats not an
assembly fault but a fault of engineering. And thats because frank only gets a bunch of pictures and he makes
36

up his own story because he doesnt know the actual story. So I think that the iAuditor app might be very
helpful if we can find a way to keep the iPads in one piece, because the last one didnt last a week. Richard
installed iAuditor on an iPad and he gave it to the guys in the workshop and I think it last 2 or 3 days before
they broke it. So it may have to be a bit more rugged.

Willem: Do you also believe that there are a certain set of standards of when to write an NCR?

Jacob: Maybe we should have several NCRs that was an idea that came from Ruud van Gastel. He said you
should have different levels of NCRs. You have an NCR that the impact is not that big because we addressed
the problem in the end all the way up to its a huge impact because its addressed on-site and the client is
already involved.

Willem: So you have different forms for every situation.
Jacob: Yes possibly. I think its a good idea, but there should be clear guidelines for when which type to fill in.

Willem: Then they always choose a simple form

Jacob: Well you could say that the service department being on-site they always do a type 3 but the guys in the
workshop always do a type 1. There should be a clear guideline when do I write an NCR and when do I simply
call somebody to come over.

DM: I have one question about the discussions about the NCR itself. Ive heard that there are some monthly
meetings about the NCR problems of the head of departments. We want to know the details about that like
what is going on in the meeting is it more or less about the communication problems being discussed or is it
about the non-conforming problems?

Jacob: I have to be fair its been a while since ive had any meetings with my departments and its been a while
since I have any meetings with the senior management. Its mostly to blame on the high workload. Normally
the department head should have a monthly or at least a quarterly meeting with their entire department. My
aim is to do a monthly meeting with the mechanical department because they need a bit more guidance and
quarterly meetings with the project engineers.
In those meetings we address NCRs, reoccurring problems, dos and donts or anything that comes to mind
basically. I email my proposed agenda to other department members and they can add items if theyd like to
discuss about them as well. And then I take an afternoon or 2 hours to sit in a meeting room together and
discuss whatever needs discussing.

DM: So most of the time this is within the department not entire company

Jacob: No thats within the department, we used to have up to the end of 2013 the MKT(midden-kader-team
meetings. Those were the department heads coming together and discussing, but that was a more global
discussion on company policy and so on. So we didnt really discuss any details there but we do discuss things
like mechanical engineering is taking way too many hours. What is going on and is there a plan to fix it?, and
then I could say there is a plan and basically I am doing this and this to solve the issue. But that is more a global
discussion on company policy and department policy; it is not going into specific NCRs or specific topics. Unless
its a really big one, we had some NCR discussions about a project Ras-Al-Kher because it was our biggest
project we ever had in Saudi. So that is then important enough and the impact is big enough for us to discuss
on senior management level. But normally we wouldnt because our time is valuable so we would be there for
days.
Is my story still in line with what other people have been telling you?

Willem: Yeah

DM: Yes, most of it. Which is pretty good for us to come with core problems and solutions that we can come
up with. Therefor we might gonna have some small workshop altogether with different level of departments
and would you be willing to join us for the workshop to come up with solutions together?

37

Jacob: Sure, if you can plan it reasonable time ahead so I can free my agenda then Id be more than happy to
help.

Willem: Do you have any questions left?

Jacob: Do I have any questions? No I am very anxious to see whats gonna come out of this, but I have to be
patient I guess.

DM: Maybe like a month or so

Jacob: Andre keeps me informed of your progress, he sends me your draft reports to read through, which I still
have to do I must admit. But no at this point no questions. Your investigation is companywide so including the
Gouda office, or is it a number of departments around the fabrication?

Willem: The scope is purely set on solving the NCR problems not what happens next

Jacob: Ok, the reason I ask is I think we should write NCRs, for instance, if we see a structural problem in, for
example, the sales department. We make mistakes in offers and its a structural problem I think thats a reason
to write an NCR directed to the sales department. But from what I gather your investigation is more around
between project management, procurement, and fabrication.

Willem: Engineering, assembly etc.

DM: Basically more about the products

Jacob: You have to set boundaries I understand.

Willem: Yeah ok so maybe its a good idea to give a call to Gouda

Jacob: I dont know if you should implement additional departments in this stage, maybe its best if you stick to
the departments youve chosen, set up a structure. And later on, at the end of your time here or maybe there
after we have to look for ways to expand the NCR across the entire company. Otherwise if you go too wide
with your investigation it becomes too shallow because you only have so much time.

Willem: Yeah exactly

DM:Thank you for your time

Jacob: Youre very welcome

DM: So we might see each other in the workshop, if there is a workshop

Jacob: Gladly, gladly

Mary: You consider anyone that we should talk to? Someone important in the company

Jacob: From my departments or in general?

Mary: In general

Jacob: Whom have you talked to already?

Willem proceeds with calling up all the names and the audio cuts off.

38

Interview number 7 with Martijn van der Pol (quality)
Tuesday, 20.05.2014 at 13:00

Executed by: Milad Dashti
Bas Claassen
Observer: Lorraine van Dijk

Summary

Problems:
No Criteria when to write an NCR, what an NCR is. Above 10.000 euros costs?
Specification can be to customize so the document is too big, sometimes also overlooked.
Non conformity detected too late
No feedback/root-cause analysis
We accept non-conforming goods from the supplier.
Once in two week writes all the NCRs because the system takes too long to write an NCR. Not user
friendly.
People do not care about the system.
He gets NCR in his inbox and often does not read them.
No inspections on components.

Solutions:
Purchase department calls about every part what the exact specifications are.
Managers monthly meeting about NCRs.
More inspections in the workshop.
Inspectors at the suppliers.

Transcript

Bas: We are from the Fontys Hogescholen here to improve the NCRs, so we are here to find out about the NCR
system and how it is used in practice. Can you first tell us a bit about yourself?

Martijn: Yes, I am the quality manager of Petrogas, I have been that now for four weeks. Before I was working
as a quality engineer, especially for the big project here, that is almost finished. I am a specialist in welding
and material.

Milad: How do you inspect the NCR system yourself?

Martijn: Yes, I write a lot of NCRs for the sub suppliers. The subsupplier are not working about the coat, or the
special standards. Sometimes when you make an NCR regarding to the organization miscommunication ends
up. Sometimes the organization they make NCRs, and then question why they make an NCR for, to save your
department.

Milad: Can you define from your perspective when you decide to write an NCR, and when you say it is not
necessary?

Martijn: I make an NCR when they have a lot of impact or cost a lot of money. Or when you think it can be
better, and we have to do that. And I also make an NCR, it is a little bit technical, when you have an ASME
project, and there is a non-conformity, you have to make an NCR, and you have to give it to the authorized
inspector and he has to sign it. You have to show them that everything is clear.

Milad: What is an ASME project?
39


Martijn: An ASME project that is a quality spec or something. When you work in the ASME CO, you have to full
responsibility as product for the vassel, for your project.

Bas: So when the job is according, you do not just accept, but it is your job to accept?

Martijn: Yes.. My job is to coordinate the department and I have legence from welding and tuleyard. In the
whole company they come to our department to ask some questions because at the end of the project you
have a lot of NCRs detected. Everything has to be clear on papers. We make all the databoots, that means we
are going to make the welding documents, inspections, etc.

Bas: So, you inspect after the welding?

Martijn: Yes, but we have to inspect also during the construction. Because there is a lot of pressure on the
project, we come later, and we come in the end and find problems. We try to go back in the project and go to
the project organization and it is also better to go by sales department, to look to the specifications of the
client. Sometimes you then see, there is something that is special. Sometimes they sell the project, and that
has a lot of more specifications on, so you have to match the specifications with production. Sometimes
specifications are by the order, and then I get a big pile. Most specifications then are a big problem.

Milad: So, if you realize that a product is not according to specifications, at what stage do you find this out? In
what stage of the process?

Martijn: Most of them too late.

Milad: As you mentioned earlier, aware of all the specifications? You know how to read them, right? Is it not
possible, if you have to check the specifications anyway at some point, to do that when they come in at the
warehouse?

Martijn: No, at the warehouse it is too late. The last year, we made formats within all the specifications for
material, and these specifications are going to the procurement department and they said okay we want to
buy this, and this is the specification, can you give me that? That is a good way, that is better. But now the
problems are in production, and when we found the problem, it is on the end of the production and not before
production or at the start.

Milad: that is actually what I meant, that when you are already at assembling the installation, then people
realize that this part is for example not according to specs, while it might have been found out when it comes
in from the supplier.

Martijn: At the end of the project everything comes together. Sometimes there are thing wrong, but most of
the projects are not standard.

Bas: So it is difficult to standardize the process?

Martijn: The process is simple.

[NOT RELEVANT]

Milad: I think we should try to focus on the actual problem, the NCRs. So, you are using the system frequently?
You report frequently, right? What do you overall think of it? Do you think it is good, or bad?

Martijn: Well, I think there is no feedback.

Bas: Here is the format, are there any fields that you think are unnecessary?

Martijn: No, I think so, sometimes. The costs and hours are also a point. The hours , when it is production, you
phone the workman and ask how many hours he will need for it, and you know the cost per hour. But
40

sometimes when the subsupplier make a non conformity then you did not have any notice on cost. We have
the problem, you have to make a root cause analysis, sometimes it is not part of. The problem is the fault
made by sub supplier or ..

Milad: So, you have a problem with finding out where the NCR originates from? Where it got created?

Martijn: No.

Bas: You mentioned sub suppliers , how does that roll?

Martijn: In a project, we engineer the whole stake. We get the sub supplier and a order to make this vassel.
But if there is something wrong, we have accepted that one. Later in the stage you have to turn around the
vassel and now the nossels are on the wrong side. Cost impact of 10.000 euros. But then the question is: who
is to blame? The sub supplier or Petrogas or the communication?

Bas: How much percentage do you fill in the NCRs?

Martijn: For the sub suppliers?

Milad: No, no. How many of all the NCRs did you report in the system, percentage wise?

Martijn: For the total system? 80 percent I report. Many people they think they have an NCR, but why do you
make an NCR?

Milad: So you think the goal of this NCR system is not clear to everyone?

Martijn: Yes. It is also not clear for me, when you have a non conformity , you can write the whole day. And on
what stage of level you have to make a nonconformity? About costs, more than 10.000? More than 2 hours of
work? There is no line in the organization.

Milad: Do you think they should use different forms for maybe small things?

Martijn: Maybe, that can help. For a small problem that you can tick something and then send an NCR.

Bas: How often do you come across NCRs? like daily, weekly, monthly..

Martijn: No, I try to make it in one or two weeks. Once in two weeks, I sit the half day to counter the NCRs,
written in my book. So then I make the NCRs, because otherwise you make an NCR and send it away.

Milad: Do you have the idea that something is done with them, that you reporting an NCR does have an effect.

Martijn: No, I dont think that will be an analysis.

Milad: Is there anything you would like to be changed? Maybe in the process, maybe in the form?

Martijn: Yes, when I make an NCR, maybe they get separate the problem from, you have 6/7 managers or
something, sitting every month together, two hours, an then they analyse then these are the problems and
maybe there is a line.

Milad: And who would you like to see to sit together?

Martijn: Yes, the managers of the departments, they come together, they talk about it, maybe an overview or
summary these are the NCRs and these are the problems and we can categorize the problems and we could
see a line.

Milad: So, if for your department you realize maybe that the same problem occurs several times, then what do
you do? Do you try to change the cause of the problem?
41


Martijn: Yes, we fix the problem each time, but I go into the organization and that is a difference with the
manager before. I try to go to listen, and ask people can we change that? This could go better. You try to
improve the system. That is too short now, to say it will help or not. It cost a lot of energy but the time to
change is there.

Milad: what would you think that some solutions will be for the main problems?

Martijn: We have in the organization, now we go to every department and do a brainstorm session. I do not
know if you heard about it.

Milad: The quality department?

Martijn: No, no, no, all the departments. All the departments a few sit together, do the brainstorm session,
what is wrong with the organization and with what department, there come a lot of problems up, and we try
to fix the problems.

Milad: And what kinds of problems arise related to the NCRs? Did anybody say something about it?

Martijn: No. At the end your system is a system, here is an NCR system but it is not alive in the organization.

Milad: The system is there but the people do not really care?

Martijn: Yes, that is my opinion.

Bas: That is also why we suggested a couple of weekly or monthly manager meetings

Martijn: Yes, also. But also see what problems are in the organization. Maybe there is a department, there is a
lot of problems with the way that we do different work, or that other low hanging fruits.

Milad: did you hear from other departments about things you maybe caused, do you hear from it?

Martijn: No. Maybe before they make an NCR I hear all about it, and often then they will send an NCR and we
receive the NCR, and read them and OK close. And it goes into the folder NCRs. Yes, sorry that is life.

Milad: We hear it from more people that basically some people more pile up together.

Martijn: Yes, but there is also one person making a lot of NCRs, when I am to busy I pick them up and put them
in the box.

Milad: You mean in the trashcan or just in a separate folder?

Martijn: In a folder.

Bas: So, you do not have oversight of the NCRs?

Martijn: No.

Milad: Do all the NCRs come then to you? Or just the ones related to you?

Martijn: Yes, just the one related to me. I think in a week 6 NCRs or something passed my email.

Milad: and, according to you, I do not want you to blame anyone, but why do you think many NCRs occur?

Martijn: By the assembly department.

Milad: Why Assembly? Do you think they caused it, or it is caused somewhere else?
42


Martijn: Yes, they find it. Because, it is also, at the end, by assembly, everything comes together. Sometimes
there is an NCR okay, its good. But the NCRs that they make sometimes are, I ask me, is that an NCR?

Milad: They ask you?

Martijn: No, I ask me myself is that an NCR? They do not see the point of making an NCR about. They go to
people and talk about it and maybe next time it is better.

Milad: When you report an NCR, you do not use any other system?
Martijn: No

Milad: I think we learned quite a bit, thanks a lot.

Lorraine: I have some questions. Well, firstly, what do you think is the solution how to detect the NCRs earlier,
in an earlier stage? How do you think that would be earlier possible? Because you said at assembly the come
together and then we see it. But you said it has to be way earlier.

Martijn: Yes, thats true. I think more inspection on the workshop.

Milad: Not warehouse?

Martijn: No, in the warehouse they do the inspections and at the moment we do more and more inspections
there.

Milad: Oh, really? Because we heard there is actually no inspection at the warehouse.

Martijn: Yes, but for components I do not think there is any inspection.

Milad: So, what do they do an inspection on?

Martijn: The materials, that we use in the workshop: Chipsheets and vassels. These types they inspect, but not
the components. And I think the components there is also made a lot of NCRs for. Maybe, do inspections
outside, by the organization that sends the components.

Lorraine: But you said that you write half a day in once a two week you write the NCRs. are not some NCRs
then already done?

Martijn: Yes, sometimes they are done yes. Sometimes I make an NCR, but I try to make for my own.

Lorraine: Is it, because it takes too much time to fill it in?

Martijn: Yes.

Lorraine: It is not an easy system, which you can just open and click and send?

Martijn: No, you have to go into and I make a few points in my book.

Lorraine: Maybe that also can be improved, that you can easily access it, and just click click click and go.

Martijn: Yes

Milad: Do you actually put evidence with your reports? For example: pictures

Martijn: Yes, sometimes it is necessary. I added pictures to make it clear. That is sometimes better than writing
it.

43

Lorraine: Yes, those were my questions.

Milad: Thank you for your time.

Bas: the workshop is next week.

Milad: Well, we are not yet sure if we do a workshop.

Bas: But we are planning to do a workshop with a combination of several employees to work on a solution
together. So, we would like to invite you to the workshop. Would you like to attend the workshop?

Martijn: uh, yeah. That depends on the time. You can send an invitation and I will discuss it with Andre. Is it
necessary or not.

Lorraine: Yes, we are just looking at whether it is good to have a workshop. Because now we see the
departments are actually not communicating with each other about the NCRs. So maybe, it is good to sit with
different people from different departments just for half an hour an hour.

Martijn: Yes, that is also why I said it is good to sit together once a month. An you can see the problems from
different Islands in the organization.

Lorraine: That is why we thought maybe it is good with different departments to come up with solutions,
because every department has other problems, together it should be that everybody could contribute to a
solution.

Milad: But we will let you know beforehand in time, so you can plan and response whether you can or cannot
come

Thank you for your time.

Interview number 8 with Arvid Traets Project (Project Engineer)
Tuesday 20.05. 2014 at 14:00

Executed by: Willem Castelijns
Milad Dashti
Observer: Mary Ghadiri

Summary
One of the most experienced employees (20 years working)
Does not work according to procedures, only the new people do so
No motivation to write NCRs because nothing is done with it
Rather fixes the problems himself instead of writing a NCR
They should make people responsible and chase them to finish it
Petrogas Asia cause a lot of problems
He notices that people are afraid of blaming; they do not have the guts
Wants to have it improved with an overview that shows all closed and open NCRs
Communication problem; everyone is behind their pcs
Never wrote a NCR

Transcript
Willem: So could you tell us something about yourself, your function description, department etc.?

44

Arvid: At this moment I am doing project engineering, but I have a long history with Petrogas and I am working
here for almost 20 years. I started at sales, then I did not knew what I sold, so I ended up outside and became
addicted for doing work abroad for Petrogas. And there comes a moment when you have to stop because
social life is also important. And then I came here in the office, I did service. And then they asked me to do one
project. And that is how I ended here. And I am still there.

Willem: So you also worked in Gouda?

Arvid: yes that is where I started and I ended here.

Willem: So what do you know of NCRs probably a lot because of your experience. But how do you experience
NCRs over the last years and the process etc.

Arvid: because people stop doing it when nothing is done with it, if you write 30 NCRs and the result is 0 why
would you write number 31? The problem with the NCRs it needs registration but also follow up. And people
should have the feeling while writing a NCR that something is done with it. And if you dont have that feeling
and you believe you are doing it for nothing, you stop doing it! For me it is a bit different, because I can write a
NCR and later they come back to me and ask how I should solve it. So then better I dont write it but solve it
due to experience. So I am a wrong example for writing and handling NCRs, but what I hear from other
persons. Is that they stopped doing it because nothing is happening with it. I have one good example: We have
a problem already in the workshop, one guy said I am going to write a NCR but with this piece of equipment it
will be the third NCR I write, but the problem is still the same. But I will do it, I looked at it and I saw action
should be taken by our purchase department. Which consist of different people now and are better. So I
thought okay, something is going on in the company, I can continue with my other works. Now the whole thing
at sight and they take into consideration and it is not solved so what is the use of an NCR? I should have done
it myself.

Willem: yes thats clear

Arvid: so the follow up, so then I call the person from quality and say: well I see the NCR, how can I see that it
is closed. And if it is not closed, who is responsible? The one who is responsible for closing an NCR is the same
person who is responsible for solving it. The one who is responsible for closing it should only do the
administration and should only say hey listen: you still have two NCRs open, when are you going to take
action? Hey close it!

Willem: And does it affect your work a lot?

Arvid: mm not that much

Willem: and the people that you are in charge of?

Arvid: I dont work like the procedures of the company. I am used to do everything myself, but especially for
the new people who start working here they get a book with working procedures with a lot of information on
how to work, and for them it is terrible. Because they think they generate a NCR when something happens, but
after that nothing really happens, and if I write it I know that nothing happens I dont write any of them and
solve them myself.

Milad: So you dont know longer write NCRs

Arvid: no otherwise in the pie diagram it would say that 30 percent is for me.

Milad: why would you for example report these costs and hours that result from a NCR.
Arvid: Years on the same problem, and a lot of that is purchased in China, so I solve it myself and we make
service numbers saying solving shit from china.

Willem: It is Petrogas Asia ltd right?

45

Arvid:Exactly!

Milad: can you give an example of a NCR that encountered often?

Arvid: No. Because I dont look at it.

Arvid: and I never received one, because that is whats happening and somebody is writing a NCR and the
people who caused it are notified. And I never received one, not because I am good but I think that they dont
have the guts to send it.
Willem: That is also what we noticed during other interviews. They are afraid of blaming someone.

Arvid: Exactly! Because everyone is doing their best as they can and they still see it as comments on the work
that they are doing.

Willem: while it is not bad to take the blame but you have to learn from it.

Milad: and people take it personally.

Arvid: Absolutely

Milad: yes like Jacob for example mentioned that the mindset of the employees needs to change regarding
NCRs. It is not about pointing the finger to someone it is about the problem and the company.

Arvid: Yes true.

Willem: Are there any standards that decide when it is a NCR or not?

Arvid: No.

Willem: so you just fix everything yourself?

Arvid: Yes, per project. But thats me.

Willem: So if another project leader writes all his NCRs. then frank thinks that you dont have any problems
and he has a lot.

Arvid: that is the way it goes, but for example when you have a problem with the supplier, when something is
not correct. The normal way of doing it is that the project engineer writes a NCR and the purchase department
will contact the supplier. And I cannot wait for that. So if something is not good I just pick up the phone and
call the supplier.

Willem: so you are saying that you if it gets improved your engineering team will profit a lot of it.

Arvid: yes that is true for certain, and then I would have been writing NCRs too. But the problem is that when I
get the feeling that nothing is done with it I simply just dont do it. And when people know that something
good is going out of it, when things really get solved. That you can really say at the end of the project: I really
wrote so much NCRs, and a x amount is still open and this x amount is closed. But if you have a NCR database,
and you end a project and the status of the NCR is still in the same status as they were, then you have to start
looking if it is solved or not, call people and ask around. And that wont help you.

Willem: so what you just said could be a solution?

Arvid: yes, if you work with a system like that it should be consist of an administrator that could clearly define
what is closed and what needs to be done.
Willem: and what if Petrogas installs a NCR team with lets say 2 people whose task is to chase the NCRs and
solve the problem?

46

Arvid: That will become very expensive.

Willem: But at the moment I believe it is even more expensive.

Arvid: Yes at the moment it is expensive, but here we wear different hats. So it is very well possible that
somebody with a different job is also doing the NCR administration. Because in think when you work for that
lets say one day a week, it would be enough. More than enough, because the real action should be taken by
some else. Because there is one person who detects it and one person that solves it. So you have the detection
and then solve it, but the one who detects it is not going to communicate with the one that solves it by saying:
have you already fixed it? And you must avoid that the project engineering will be the link in that. Cause
everything again in the project engineer who gets involved with it.

Willem: but you are in the cc right?

Arvid: yes but it is in the CC. and I am in so many NCRs, and I cannot work on every email on which I am in the
cc. So that is difficult. But if you put too many people in it is also not good, because who is going to do that.

Willem: So no one is responsible when that happens?

Arvid: exactly, so now somebody is detecting it, and somebody should take action on it.

Willem: So you want to change it into two steps?
Arvid: If you write a NCR, and you are by then also responsible for the fact that it is solved. You also stop
working NCRs. Because your amount of work is increasing and you do not want that. So you write one, send it
to the department which is responsible for that and then you should hear that it is solved. But if you are going
to be very active in it, it suddenly becomes your problem. While you did not caused it.

Milad:So lets say you encounter a NCR and you have to assign a department for fixing the problem, how
would you choose who has to do it. Do you have any problems with assigning someone?

Arvid: For me? It is not even the person that is important but the department. You detect it, you write it to
that department and it should be solved. To who he has to report? He or she can report to the project
engineer, and he should get inside the NCR and confirm. That way, which is easy to use a project engineer,
everything comes to them. I always let it come to me because I think I have the best solution. That is my
situation. And other people think that it is going automatically and that they dont have to worry about it. They
write a NCR and only hope that someone else in the company will fix it. But that is not happening. And you
cannot run a project, lets see what the status is of the NCR and ask him how far things are going with it. You
just cannot do that the whole day because there are other things too.
Willem: Well that is really valuable information!

Milad: But those are mainly communication problems right.

Arvid: and the responsible person.

Milad: Exactly, but do you also have any problems with the form itself?

Arvid: To fill it in? But is this the new format?

Willem: From your ERP system (Trimergo)

Arvid: aa yes it is the normal one.

Willem: Or do the other people from your department ever complain about it?

Arvid: No but I think it is good and I think that we work with it. And everything is registered up to here
(Corrective).

47

Willem: That is basically what all the others also explained.

Arvid: Okay, but then. Because nobody knows what the corrective action it will be, but it stops because
different people will have to go to work with the same record, because it is a record in the database. And then
it stops.

Willem: And it is the same for estimated costs and hours right?

Arvid: Off course, but that is still something which I think is the perfect step for later when the whole system of
handling NCRs is done, and it is working. And now you say we have something extra instead of now. Estimated
costs are difficult for example. In the end when it is solved, you can put down the actual costs. Estimated costs
are difficult.

Willem: Well the guy that we interviewed before you mentioned that estimated costs per part can be found in
Trimergo. But he was more mentioning the hours, because with one NCR different departments are involved
and therefore it is hard to estimate their hours too.

Arvid: Off course, that is always the case.

Willem: but how many times normally does a NCR occur on your project on average? Once a week? Once a
day?
Arvid: It depends how critical I am, it really depends on that. I mean if you get a drawing and you mention 2
times to draw it in a certain way. And it comes back and again it is not correct. Is it a ncr then? For me officially
it is. Because somebody did not listened, and did not do what you want. And i have to spend extra valuable
time. But you do not make a ncr of it, and you say everyone has to learn etc. to come to a good result. The
trigger to write a ncr is difficult to determine.

Willem: Yes that sounds clear

A: that is always.

Milad: Different departments have different criteria for what is a ncr, if this person still writes it, draws it
wrong. Do you still right a ncr? And give him feedback.

Arvid: Yes yes, off course, we just help each other forward. And that is also that I believe it is difficult for a
project engineer to write a ncr, because they say sometimes that you are a spider in the web, and with all the
persons around you have to try to get a good system. And that is a lot of communication, which cannot be
improved by simply writing NCRs. But many NCRs are coming from the workshop etc., and when engineering is
done. Off course they cannot go back to a draftsmen and ask can you change it? Then it is too late!

Milad: Is it maybe the problem of communication or explanation? How do you tell draftsmen that he has to
change it? Through telephone? Personally?

Arvid: the problem is, we have draftsmen located here. We have them in Gouda, and in China! How do you
communicate? In China you do it by email, which is difficult. And it is not our native language as well of the
Chinese guys. I write it in English and think that it is clear for myself but I dont know if it is clear for them,
because I dont see their faces. SO many times I get a wrong result back. When you need to talk to someone in
Gouda you do it quickly by telephone. Over here, you always go to that person. That is the only way to be sure.
I can explain something about the drawing and I immediately see in your face if you understand it or not. And
you need that interaction. It is so important. it is a new job that we nowadays have, finishing you emails!

Willem: yes I believe that for sure, it is a thing that never stops.

Arvid: I come from a time when there was no email, and the product was not worse than now!

Willem: Mary do you have any questions?

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Mary: Yes, for how long are you not writing NCRs?

A: Many years!
Mary: so how long is many years approximately?

Arvid: 20. I never wrote one.

Willem: I somewhat agree with you, because nothing is done with it so why should you write one.

Arvid: And I come also from a period when we did not had a system at all. And it was smaller, while now we
grew huge and everything is totally different. And the problem with draftsmen here is that they are very close
to the work floor. If I was a draftsman I would make a print of the things that I am drawing and bring it to the
work floor and ask those people if they can make that, but now that is not happening. Everyone is sitting
behind their computer and try to do the work from there.

Willem: I think we really have some valuable input.

Arvid: well if you have more questions you know where to find me!

Willem: well it is possible that we contact you later on regarding our results.

Willem: Well then I would like to thank you for your time, you are probably busy!

Arvid: You are welcome!

Interview number 9 with Richard Nanning
Tuesday 20.05.2014 at 15:00

Executed by: Milad Dashti
DongMin Son (DM)
Observer: Bas Claassen

Summary

No follow up
Sent to one guy, even though the trouble can be company wide
Information does not get used
Structural problems do not get solved
If solved (for example by one draftsman), the information does not get shared and the others make
the same mistake the next day.
Current system does not allow feedback. There should be a confirmed and/or solved button But in
the system we use now, it should be that I read it, maybe I give the answer, the solution, and the
system should go back to the guy who made the NCR and he can see, ok, they are working on it, and
this solution is satisfying for me and it is done. And that is what I miss.
Fills in around 20%
The fields of the form are not updated, so the employee-list in the form may have employees whove
been fired years ago and might lack new employees
He reports when a NCR could be structural.
He estimated the hours and costs by experience.
He solves all of his problems by phone or mail, even when he fills in an NCR, because he considers
NCRs an administrative measure
He would like to see that NCRs also initiate the solving of the problem next to just administrating it.
Filling in an NCR costs about 15 minutes and he gets about 6 NCRs a day
49

He is interested in the solution

Transcript

DM does the introduction
DM: Tell us about yourself
Richard: Myself and my job at Petrogas, you mean? My name is Richard nanning, Ive worked here for 31
years, I started in the workshop, wielding, assembly, so I grew up a couplea years later to the office. Now I do
work preparation. About the NCRs, we make a lot of them, not enough. What I see about the way we do it
now, we make an NCR but we dont see a follow up. We dont see if a complaint is solved. I think the main
problem is we send it to the guy who caused the trouble, but the trouble can be companywide. So we inform
one of our guys, but I doubt about the knowledge compared to the whole company. I think the critical problem
now is the follow up

DM: We actually found similar problems at the other side of departments, and we actually talked about the
meeting related to the NCRs. How often is that sort of meeting held?

Richard: Meeting about the NCRs? Never

DM: So is that a good solution you could think of to improve the current system? To have meetings with the
company heads and-

Richard: I think so, yeah. I think, when you talk about the problems, and they are known by the people who are
involved, you can solve them. If the problem is known by one person, the other 24 or 25 people will do the
same problem again. I think the point of NCRs is to learn from the mistakes and to say that.. Per project, we
could look afterwards what the problems are, also about the cost.. about uh 20 hours to get the job done,
and it costs 30 hours, the ten hours, what is the reason for these ten hours? You can see that by NCR. We only
make them, and store them, and thats it. until now. And thats the reason why my person Whats the reason
why should I make more NCRs when theres no solution. Then you stop doing it.

Milad: So other departments do not give feedback back to you, right? Do you also create NCRs like problems?
Do you in such cases give feedback yourself?

Richard: When someone makes an NCR for our department, if thats what you mean. Then we solve the
problem, thats normal, thats the job, so the work goes on. But in my opinion there is no possibilities to give
the system go to let the other person know OK, the NCR Is solved. What I can do is to let the other person
know by mail or phone bijvoorbeeld (for example) Mark at the workshop; Mark, I see your NCR. We solved
the problem, we ordered something new, you can go on. But in the system we use now, it should be that I
read it, maybe I give the answer, the solution, and the system should go back to the guy who made the NCR
and he can see, ok, they are working on it, and this solution is satisfying for me and it is done. And that is what
I miss. Maybe its possible but I dont know how to do it.

DM: So this was about NCR caused by your department, so how many of the NCRs you detect you put into
system?

Richard: I dont know.

DM: Is it like 50% you fill in, or like 30% you fill in?
Richard: I think make NCR is 20% of the times we see a problem

DM: Besides the ERP system of this form, do you use different applications?

Richard: I only use this form

Bas: Are some fields irrelevant?
50


Richard: Some fields are good, some are irrelevant to the problem, and sometimes the department is not
specified, so you choose the department nearest to, but theres not the right one. Most of the time its enough

Milad: So you report 20% of the NCR right? Wheres the line to decide whether you report it or not?

Richard: For me the line is there, if its structural. Could it be structural? Then I make the NCR. When someone
makes a mistake and cuts a beam to short, then it is a problem but not an NCR. Its a human mistake. When a
draftsman sends me a drawing with a structural mistake every time then we send the NCR to this draftsman.
But you see next week another draftsman makes the same mistake. You make another NCR, you do this three
or four times and then you stop. You dont see any solutions. This is a big problem, communication. They sit on
the same floor but dont communicate.

Milad: But these drafstmen also cause costs and hours, where do you report these?

Richard: Nowhere

Milad: In the end, these costs will have to be calculated in the project, where will this-

Richard: I dont know, well, its the minus-plus of the project

DM: When you do report an NCR? How do you estimate the costs and hours?

Richard: Nah, thats by experience. I think okay when you When you make a drawing and its good, thatll be
2 hours. Feeling of the thing/thumb

Milad: If an NCR is detected to see to determine who caused it. You have problems there?

Richard: Sometimes yes, the guy who caused the trouble, for example the draftsman, he makes a mistake, but
that means that youll have to buy some other equipment or materials. So you send the NCR to the draftsman,
but the purchase department should do the action. The draftsman should remake the drawing, but the other
dept. should do the action to solve the problem really.
For example, the draftsman says this flench should be there, in the workshop, it comes out its not the good
one. Do you make an NCR to the draftsman to the draftsman, to correct the drawing? At the same time you
should buy a new one. Thats two things; you should make an NCR and tell the department to buy a new
flench. It may be the same document and you could put the cost in the same document. Now you send an
email or send a phonecall. I think the answer on your question is the NCR sent to the right person? Yes and no,
it does not cover the action and also not the cost.

Milad: The main problem for you is the communication, but not the form itself.

Richard: Yah, were used to the form

Milad: So you have no suggestions?

Richard: I dont know another way, this is just the way were used to. When you show me another I might say
Oh yah, thats much better. I dont know. What I want to do is when you choose a name, you see often I
see names on guys who work five years not here anymore. Its not updated. New guys and women not in. It
should be updated. Also the categories of departments. Also the project. When we see an NCR for a new
project, it is not available. Then I call Hans Kieviet, then he makes correct and put in the new project. But you
start already filling in, and then shit, its not there. And you have to call and wait, and work two hours and have
to fix it again. It should be updated

Milad: You do attach pictures for evidence, no? Do you find it easy to attach it?

Richard: Yeah.

51

Milad: How important is it for your department is it to have a good NCR system, will it save you time?

Richard: Very important, I told, we make NCRs about 20% of the causes. The other 80% we dont do it because
it takes time. We make a phone-call or go to there. It is quicker to solve the problem than this. Okay, we solve
the problem and leave this. It is not good; I know that, we have to administrate every cause. But to fill this in
takes like 15 minutes of work. If you have like 6 of these a day You have to do the phonecall also, because
were filling in this one but the problem is not solved, only administrated. When filling in this, and it is also the
start of solving the problem, then is () to use it. But when it is only to administrate the problem, and the
solving is serperate.

Milad: Do you think the reason for that is that people dont pay attention to it when receiving an email for an
NCR?

Richard: Some do, some say okay, again? You have to call them Did you see that?, Yeah, I saw it. When
you receive an NCR, you should have to solve it within a day. Now there is no follow-up, but ook (also) no
pressure on to do something about it. It should pop up on his PC every five minutes for example he, fuk, daar
is dat ding weer he?

Milad: How would you like people to react to you? By phone call, email??

Richard: Just by email, just a button by confirmed, so you know okay, it is not for nothing and somebody is
working on it. Like an email-confirmation, I solved it. Or maybe a day later it comes again, you had one day
time to tell me what youre gonna do about it.

Milad: Do you also do that yourself in your department?

Richard: When we make a mistake, and of course we do, the guys behind us, after us in the process, they stop.
So we to do the reaction immediately. Not by this system but by mail or call.

Milad: So the feedback from your department is there?

Richard: Yeah.

Milad: Anyone else got questions?

DM: So there might be some workshop with the other departments and our group, would you be willing to
join for it?

Richard: Of course

DM: Thank you for your time.

Richard: Do you have plans to improve this system?

DM: Yeah, by having a workshop together, to find a solution, and in the last week we make an implementation
plan. Which we hand in to Petrogas, and then therell be a solution in a few months.

Milad: The outcome of our project is an implementation plan-

Bas: -Recommendation plan-

Milad: -Yeah, recommendation plan

DM: So thats about it, thank you for your time

Richard: Okay, I hope you can do something
52


53

APPENDIX 2
Fishbone Diagram Problem Definition



54

APPENDIX 3
I audit
As an alternative of system/form to report Non-conformity product, there is an application called I
Audit, which is currently used by one of the manager in Petrogas. The application uses smartphone
as a platform. Therefore, in some cases, it is more efficient and effective and in some cases not. The
application is customized to an extent.

Great thing about this application is that employees are able to create a template. Therefore, the
form itself is easily changeable. The application is easily accessible everywhere in the world. In
addition, I audit has various option to export its file into server; PDF, Word, CSF and so on.
In some extend, application I Audit is faster and easier to use. However, since switch entire
software/platform into new system (application) is riskier than modify current system and only
specific situation application is beneficial (employees who have business trip to abroad and detects
Non-conformity product), it is not recommended for Petrogas to change system entirely first.

55

APPENDIX 4
Consultancy Skills Assignments
Creativity Assignment

This report contains answers of assignment from workshop number six.
According to the instructions we were supposed to come up with actions to develop ourselves in the
areas, which we were lacking. The test results showed five areas and each person of the team would
choose 2 areas based on the results in which he/she wanted to develop.
As a group we also discussed about creativity and brainstorming. We came up with a list of 6 most
important factors for effective brainstorming.
Develop actions to counter issues based on the model.
Based on the five steps of boosting your creative ability (preparation, incubation, insight, evaluation
and elaboration) provided by online test result, individual members of the group could find out their
points of improvement. As demonstrated in Table 3, Creativity test results, our group is strong in
step 2, incubation and step 3, insight. However, we have to focus on improving step 4 and 5, which
are evaluation and elaboration. In addition, each individual member also has to focus on their own
points of improvement, and the resulting possible individual actions in general are provided in each
step.

2
Table 3, Creativity test results

2
Numbers within chart indicates number of stars individual members got according to online questionnaire.
4 4 4
3 3
4
5 5
4 4
3
4
3
3 3
4
4
3
3 3
3
3
4
2
3
3
4
4
3
3
0
5
10
15
20
25
30
Finding problem Gathering &
Evaluating
information
Problem exploration Generating and
evaluating ideas
Implementation
Bas Lorraine Milad Maryam DongMin Willem
56

Our discussion started with providing experience of individual members related to each steps. For
step 1, members are recognizing that they are not asking questions by him/her to seek for possible
problems. Solutions were being proactive to seek problems or opportunities, be positive to change
and prepared for searching problems and looking at an overview of problem.
At step 2, incubation process (gathering and evaluation information), a problem arises for instance,
we rush into the problems without proper analysis, and therefore have a tunnel vision of the
problem. Possible solutions we came up with were the following; doubt things (being critical), to
have several options not one before trying to solve the problem, it is crucial to back off and take
some time to organize ideas. In short, be critical in decision-making.
In step 3, problem exploration, some of members were not opened to other ideas and not focusing
on root-causes of the problems. Some suggestions were; be open-minded and look for sources to
figure out causes of the problem.
Next step was generating and evaluating ideas. In this step, team members had problem related to
having tunnel vision as similar as step 2 and becoming too critical to new ideas. Therefore, it was
hard to generate quality ideas. Consequently, it is recommended to have more than three possible
options for problems. Gather as much information as possible to generate several new ideas and
searching for opportunities everywhere.
Finally, step 5 causes the most difficulty. Many members were not confident enough, motivated
enough to implement or sell ideas. Our group has more creative people than members with
strengths in control. Therefore, possible actions what individuals can take are looking more at the
opportunities than risks. In that case, implementation of new ideas or selling new ideas becomes
easier to do, due to possible opportunities we can think of rather than risks.
6 most important factors for effective brainstorming
This part of report is based on group discussion and convergent thinking, the 6 most important
factors for effective brainstorming with a short explanation.
Category Comfortable environment Efficiency of session Tools/mindset
1 Not forcing ideas Clear goal of session Dedication
2 Peaceful environment Effective time management Craziness
3 No laptop or phone Brainstorming leader Visualization
4 No distraction Quantity of ideas Active listening
5 Food and drinks Diversity within team Follow up questions
6 Encourage Linking ideas
7 Comfortable with members Think outside of box
8 Do not judge
Table 4, Factors for effective brainstorming
Based on 20 ideas related to effective brainstorming, our group came up with 6 the most crucial
factors. These are the following: comfortable environment, clear goal of session, brainstorming
leader, active listening and think outside of box.
Comfortable environment implies several aspects of brainstorming session such as comfortable with
members, no distractions, peaceful environment including healthy argument. n addition, people
57

should not judge during the brainstorming session. Judging the ideas comes during the evaluation. It
is the responsibility of the leader to ensure this process goes smoothly. Leader is the one in charge
of process within brainstorming session. He/she has to focus on having clear goal and make sure
every member understands goal entirely. Each member then is advised to think outside of box and
actively listen to other members.
Stakeholder Management Assignment

Process profile of our project
A process profile is used for getting a view on how the group is leading the change towards their
project in the company
A process profile has various stages
Stage 1. Leading the change: leading the team through all the change processes by clearly
signalling the need and vision for this project.
Stage 2. Framing the shared need: making sure there is a shared reason for the project that
exceeds the current situation.
Stage 3. Shaping the vision: creating a vision that is compelling and clear.
Stage 4. Mobilizing Commitment: ensuring that the plan is in place for bringing all stakeholders
on board.
Stage 5. Make Change last: Shaping the processes in the organization to effectively support
change efforts.
Stage 6. Communicating the change: creating and sending the right messages in order to build
support for the project amongst stakeholders.
Stage 7. Tracking progress: connecting the project to organizational results and making sure that
progress is real.
At each stage we individually scored the team on the level of leading the change. Afterwards we
combined the scores and came to a consensus. The group score is projected in the charter below.
Figure 1.1 Process profile of your project








0%
25%
50%
75%
100%
58

On leading change we scored ourselves 75%; we do think that we lead the project and choose the
approach in order to get results ourselves. The company of course provides us with guidelines where
to look at, that is why there is no full score. This stage does not have to be improved because we are
hired for the company, they are the client, and do have something to say in what they want, of
course not too much.
The second stage: framing a shared need was scored at 50%. This is because the reason of the
project is not shared amongst all stakeholders. The employees do not know the purpose of our
project. We can improve this with informing the employees. This is also applicable for the sixth
stage.
Shaping the vision and making change last is both set on 60%. We have created a vision that is
compelling and clear, only the process towards that vision is not really clear and communicated. Our
vision is based on to make the change last, we want to create a solution that lasts. This, we cannot
score to the fullest, because we can want to make the change last, but if the company is going to use
our recommendations to make the change last is up to them.
Mobilizing commitment and Tracking progress are scored the lowest. Not all stakeholders are on
board yet, the employees do not know the purpose of our project and therefore can not be on
board. Tracking the progress is difficult to have scored high because after the recommendations we
do not know if the company does involve us in the progress and if they give us the information. We
do not work for the company anymore and do not have the necessary resources to track the
progress.
The commitment diagram
The commitment diagram is used to visually display the commitment of each stakeholder to the
project. The circles show the current commitment and the crosses show where the commitment
ideally should be.

As can be seen in the diagram above, Andres commitment is very high as the project is his initiative
and he really wants it to succeed. However, he is often looking at the problems only from his
personal perspective (procurement department). In order to prevent the current project from
becoming mainly a solution to the problems of the procurement department it would be good if his
commitment decreased one level.
Richard is currently at the Enrolment level, which means that he wants to make the project happen
and will devote time and energy within the frameworks given. But as Richard is the quality manager
and the NCR system is his responsibility in the end we would like him to be fully involved in the
59

project. Additionally he is very knowledgeable about this subject matter and as such could help us
out immensely.
Franks commitment is right where it should be in our opinion. He sees the benefit of what is being
proposed and does what is asked of him. Sometimes he thinks proactively about what is needed.
We need the employees commitment to improve one level ideally, because they shouldnt only do
what is asked of them but also think proactively about what is needed. The employees are the ones
that use this system on a daily basis and know all its faults and shortcomings. As such they should
think with us about what and how to improve on the current system for their own benefit.
Our Fontys coachs commitment, Eric de Ruijter, is at the ideal level. Like Frank he wants the project
to happen and will devote time and energy to the cause within the frameworks given. Whenever we
have questions or need feedback he will assist us in a timely manner and will proactively think of
solutions.
Finally, our team itself is fully committed to the project as we might be the biggest stakeholders. The
project is very important for the overall sixth semester performance and a good result can also be
added to our personal CVs. This in turn will aid us later when looking for an internship or even a full-
time job at other companies.
Because it is very difficult to manage the commitment of the parties involved we instead try to
manage their involvement. As the project is Richards expertise, we should involve him more by
asking questions. This will in turn help to make Andr less involved. To increase the involvement of
the employees we are planning to interview the ones that are using the system most. Additionally
we should communicate the scope of our project to them.
Risk Management Report
Introduction
During a large project as the one of semester six that spans over a long period many events can
occur that can influence the project in a negative way. These events are called risks. It is important
for a project manager to realize and accept that these events can occur in order to reduce both the
chance and impact. This report discusses the process of identifying the risks that can occur during
our project and assessing their chance and impact. Finally an action plan is made to reduce the
overall danger the different risks form for our project.
Identifying hazards
The hazards we identified during our brainstorm sessions are as follows: What could go wrong if the
data provided by Petrogas is incorrect; What if one of the team members can not show up due to
unforeseen circumstances like the death of a cat or parent; and what if the people that have to take
care of the actual implementation of our plan are not qualified enough resulting in a sub-optimal
product for the client.

60

Assessing the risk

After another intensive brainstorm session we came up with the
following table. As you can see the risk the risk of incorrect is the
most relevant, followed by the risk of personal issue delay, and lastly
sub-optimal implementation. However we can mitigate the risk
related to delay by including a buffer time to account for the absence
of a single person in our planning.


Risk Assessment Risk 1: Data provided by
Petrogas is incorrect
Risk 2: Due to personal issues,
accidents or sickness, we are
not able to deliver
Risk 3: People executing the
plan not qualified enough
resulting in a sub-optimal
implementation
Likelihood of risk(1-5) 4 2 3
Level of damage(1-5) 3 3 4
Proximity(1-5) 1 3 1
Total risk value 12 18 12
Table 5: Risk assessment table
Risk assessment tool
Risk 1: Data provided by Petrogas is incorrect
The odds of Petrogas supplying incorrect data to us is quite possible, because data is stored over
several independent systems and the NCRs are filled in negligently. The exposure of this risk is
occasional, but the consequence is not that serious. This because the results of the interviews and
workshop will be more useful to our implementation plan.

Figure 1: Risk assessment of risk 1
Risk 2: Due to personal issues, accidents or sickness, we are not able to deliver
This risk is possible but not likely, as the chance of someone being absent in the time we have left is
low. The exposure is occasional as we regularly are expected to be present. The consequence of the
absence of a person is quite serious as time is a constraint at the moment.
Risk prioritization matrix
i
m
p
a
c
t

5


4



R
3
3


R
2
R
1
2


1


1 2 3 4 5
likelihood
61


Figure 2: Risk assessment of risk 2
Risk 3: The implementation plan is executed poorly
This risk is unusual but still possible because it will be done by a team other than ourselves who
might not fully understand the ideas behind the recommendations. Its exposure is rare as it is one
implementation plan and likely only one team in charge of its execution. However, its consequences
could be disastrous resulting in a substantial risk overall.

Figure 3: Risk assessment of risk 3
Control
The impact of risk 1 we diminish by relying on multiple sources other than the ones supplied by
Petrogas or individual Petrogas employees. We can control the impact of risk 2 by building up a
buffer. The chance of risk 3 happening can be reduced by writing the implementation plan as clear
as possible.
On-going Monitoring
Based on the two brainstorms we devised the following risk mitigation plan.
Risk Data insufficiency Delay by unforeseeable personal
issues
Sub-optimal implementation of
plan
Action Use multiple sources of data Add a buffer to our deadlines Write very clear implementation
plan
Deliverable Cross-check the interviews and
map out the results of data
analysis and interviews
Set meta-deadlines before the
actual deadlines
Implementation plan
Responsibility DM DM LeaNCR
Time Week 21 Week 21 Week 25
Table 6: Risk mitigation plan

62

Project closure
1. Post-Implementation review
The project is done, and by comparing the goals set in the project charter to the achieved results,
the team can learn of the process. This chapter will compare the results of the project to the project
charter.
The project charter is a document written at the initiation of the project, describing the definition of
the problem, its importance, the goals to be achieved and the deliverables to be met. It is written by
the project group and accepted or denied by a company representative. If the company
representative agrees, the project can start. This way, both parties know that they have the same
expectations. The problem of this project was defined as follows: Too many NCRs are not handled
properly, which has a result that there is minimum or no learning effect in the organization. Next to
that, the team and company agreed upon the following goal: Write an implementation plan for an
NCR process where all NCRs are documented, which enables decisions for corrective and preventive
action.
Mimicking the DMAIC processes used in Six Sigma quality improvement projects, the team agreed
to divide the project into 4 groups of deliverables. (LeanSixSigma) These were the groups of Define,
Measure, Analyse and Implement. Note that the Control group is not present in this project, as this
was considered out of for external consultants the scope. The Define goals were the project charter
and the distribution to relevant stakeholders contact information of relevant goal members. The
Measure goals were to create and execute interviews with relevant stakeholders, in order to get
important information. The Analysis phase contained goals such as the analysis of NCR data, analysis
of interviews and a description of the current and desired situation. The Improvement phase
consisted out of the devising of recommendations, a meeting with key stakeholders discussing them,
and a recommendation report summing up the results.
The project group met all of its goals on time, but did not create an implementation plan where all
NCRs would be documented, which is a deviation from the agreed goal. This deviation was decided
upon after the measurement phase, as the interviews showed that the amount of non-registered
NCRs was exceedingly large, and it was unrealistic to expect all the NCRs to be registered. Despite
this change of plans, the result of the project still solves the problem definition which was approved
in the project charter.
2. Lessons learned
In order to learn from the project, it is important to write down the lessons learned. This chapter
describes what the team and other interested parties can learn from the project. It analyses
feedback and events from which we can learn. This chapter will discuss lessons about planning,
organisation, communication and execution in that order.
Planning
The project planning went according to plan. Our documents were delivered at the promised dates,
and the team members met the internal deadlines. Late in the project, after the interviews, time was
running short as the team wanted to plan a workshop to gather more information for the final
solution. However, Willem realised that the interviews were more useful than expected, and the
information gathered from these interviews was so rich that it rendered the workshop unneeded.
63

Thus the team replaced the extensive workshops by a light meeting with a few key stakeholders, and
had time left to focus on their recommendations.
What we can learn from this is that plans can be adapted to circumstances and that it is important to
check if something is necessary to do before engaging in it.
Organisation
The current project adhered a rigid and simple organisational
structure. It had two presenters, two quality controllers (one
for editing, one for content), a secretary and a leader. It had a
dedicated meeting room and a backup meeting room in the
host company, and had specific times at which the team would
meet.
Despite the fact that the work was divided freely, role-related
work was prioritized above other work, and each person was
responsible for his/her role-related work. For example, at the
beginning of the analysis phase, there was no work for either
presenters and the editor, so they teamed up to analyse the
database. Whenever a job related to editing or presenting
appeared, it was handled quickly by the responsible person. By
strictly leaving role-related work to the person of that role, the work division remained transparent
and obvious.
Even though the team worked at the company facilities, the company acted and thought
independent of the prevailing opinions of the company. During the interviews, the team consciously
made the division between fact and opinion, in order to remain independent of the company.
We can learn from this that team roles are important for organising projects and should be adhered
in order to avoid messy systems, and that it is advisable for consultants to consciously make the
distinction between fact and opinion in order to remain independent and avoid bias.
Communication
The main communication in this group was informal person-to-person communication, where
relevant team members would be included in decisions. Next to that, there were informal meetings
headed by DongMin, whenever the opinions of all members were required. Often, these meetings
would end in long winded discussions where the listeners got bored and decided to continue their
own work. Next to that, in the first half of the project, the team had barely informed the company
on the process and did not keep up to date when the team would be present or absent. However,
due to regular feedback sessions, these issues were often discovered quickly and promptly
addressed. During these feedback sessions, the feedback would often be related to the personal
learning objectives of each individual. From this we can learn that it is important to regularly have
feedback sessions and cut discussions to their core, rather than deviating to long-winded other
parts.
Figure 1 Project team origanogram
64

Execution
For most team members, this is the first project in which they work for an actual company as a team.
This is different from school projects as there is a complex network of various stakeholders, a
relatively obscure goal, new material and no predefined structure to work on. For all team members,
this was a refreshing experience, and the team has learned how to work with actual live
stakeholders and combine their interests.
3. Financial closure
This project has cost the company resources. In this financial closure, the opportunity costs are
included, while the sunk costs are not. This means that an employee contributing to the project is
included, but the use of an otherwise empty meeting room is not. The total costs are detailed below.
Item Specifications Costs
Meetings with the three key
stakeholders
4 hours total, 3 persons per
meeting, 90 euro per hour
1080 euro
Interviews with employees 9 interviews, 20 minutes per
interview, 90 euro per hour
270 euro
Marys bus fee 6 euro per day, 20 days 120 euro
Total fee 1370 euro
4. Project Archive
In the making of the project, a lot of information has been accumulated in the process of writing the
reports and doing the analysis. This material ought not to be lost, as follow up projects could borrow
from this pool of information. For this reason, the team has sorted the project files in an organised
fashion, compiled them in a .zip file, and sent this file to the company.
5. Final presentation
As the project is finished, it ought to have a finishing presentation. The team has asked the
interviewed employees and the key stake holders to attend this presentation, with the help of Andre
Nederlof. The final presentation will shortly introduce the problem, project and team, and elaborate
upon the recommended solutions. There will also be coffee and oranjetompoezen
3
. After the
presentation, there is an evaluation session with Andre Nederlof and Eric de Ruijter, who represent
the company and the school respectively.

3
Subject to change
65

Conclusion
At this moment, when the report is written, it is close to finalize long journey of group of six students
from Fontys University of Applied science with company Petrogas and both company and university
coaches. Again, the guidance of coaches is highly appreciated by the group.
As mentioned in lessons learned, it is needless to say that our group have learnt a lot throughout the
project. Besides internship, it was first time to work on for such one project over six months of time.
Therefore, it was not just project to get a credit, but as a group and as an individual, our team
become more mature mostly with feedback. Even if team members were sometimes too harsh on
each other and the discussion goes too intensive, those were just all part of learning curve.
Therefore, our group would like to gladly finalize the entire LeaNCR project with presentation and
celebrate it together with coaches. It really was precious time to work with five colleagues and is
memorable period for the rest of life.

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'Write an implementation plan for an NCR process where all NCR's are documented, whichenables decisions for corrective and preventive actions
Deliverables
Which question do you need to
answer? Where Who When How (be specific)
1: Identification of
problems and
opportunities NCR
How can we analyse and
categorise NCR data from
database Company
Willemand
Milad
Interim report 2
(3/20/2014 - 3/27/2014)
By using database categorize
important factors for further
research needs
How can we analyse current
NCR system Company
DongMin and
Lorraine
Interim report 2
(3/18/2014 - 3/25/2014)
Require gap between NCR
process in realife and on paper
by interview quality manager
and looking at company
database
How can we make clear work
flow and current NCR system
flow
Company,
University Bas
Interim report 2
(3/18/2014 - 3/25/2014)
By using existing flow chart and
information gathered by
questioning quality manager
2: Formulation of
research
needs/research brief
What do we want to achieve
with the research?
Company,
University
Project group
+ company
coach +
university
coach (3/18/2014-3/20/2014)
Throughout feedback session
after presentation of interim
report 1. Tries to have common
understanding of goal.
3a: Selection of
research
provider/agency
Who are the important
stakeholders in our research?
Company,Univ
ersity
Willem,
Milad,
Lorraine,
DongMin, Bas
Interim report 2
(3/18/2014 - 3/25/2014)
Analysis of NCR data and
organizational chart will help to
select important stake holders
3b: Creation of
research design/choice
of research method
What are the steps we are going
to take in order to get the
research outcome we want?
Company/Univ
ersity
Lorraine,
DongMin and
Bas (3/18/2014)
Using brain storming session to
create an overview of the work
process
4: Collection of
secondary data
(overlap with step 1)
How can we search for an
alternative NCR system
Company,
University
Mary and
DongMin/ ?
Interim report 2
(3/18/2014 - 3/25/2014)
Desk research on examples from
different companies and/ field
research of different companies
helped by company supervisor.
5: Collection of primary
data
What information do we need
to gather in order to have a
complete research for our goal Company
Project group
+ managers
Interim report 2
(4/01/2014 - 5/15/2014)
Based on Gap analysis followed
by interview and on NCR system
data, coming up with quality
questions for questionnaire
6: Analysis of data
How do we analyse the primary
and secondary data gathered?
And which aspects do we want
to compare in order to have a
complete view on the problem
Company,
University Project group Interim report 3
By using excel and chart, make
sure data gathered are visible
and with brain storming session,
we do select few focusing point.
7: Preparation and
presentation of
research feelings and
recommendations
What are the core problems of
the company shown by the
analysis, and what causes the
problem? Company Project group Final report By analyse data we gathered
Which improvements are
applicable to this problem? Company Project group Final report By analyse data we gathered
What do we think is the best
solution? Company Project group Final report By analyse data we gathered
Objective:
2

3b: Creation of
research design/choice
of research method
What are the steps we are going
to take in order to get the
research outcome we want?
Company/Univ
ersity
Lorraine,
DongMin and
Bas (3/18/2014)
Using brain storming session to
create an overview of the work
process
4: Collection of
secondary data
(overlap with step 1)
How can we search for an
alternative NCR system
Company,
University
Mary and
DongMin/ ?
Interim report 2
(3/18/2014 - 3/25/2014)
Desk research on examples from
different companies and/ field
research of different companies
helped by company supervisor.
5: Collection of primary
data
What information do we need
to gather in order to have a
complete research for our goal Company
Project group
+ managers
Interim report 2
(4/01/2014 - 5/15/2014)
Based on Gap analysis followed
by interview and on NCR system
data, coming up with quality
6: Analysis of data
How do we analyse the primary
and secondary data gathered?
And which aspects do we want
Company,
University Project group Interim report 3
By using excel and chart, make
sure data gathered are visible
and with brain storming session,
7: Preparation and
presentation of
research feelings and
recommendations
What are the core problems of
the company shown by the
analysis, and what causes the
problem? Company Project group Final report By analyse data we gathered
Which improvements are
applicable to this problem? Company Project group Final report By analyse data we gathered
What do we think is the best
solution? Company Project group Final report By analyse data we gathered


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