In the past year, NTS changed the structure of its divisions because of its incessant growth. Organized in business lines in which dedicated multidisciplinary teams work for specific customers according to clearly defined KPIs, the company continuously improves its services. Working with his team for NTS’ largest client in the semiconductor industry, Ruud Kuepers is seeing the first promising results.
When the structure of NTS’ Mechatronics division changed, my position changed as well. After having fulfilled the role of customer service executive, I was promoted to the role of business line manager. In the past, I used to connect people in the best way I could to offer the customer the best possible support. Now, I manage a team that works dedicatedly for one specific client according to a clear structure.
SQDC boards
Within the Mechatronics division, there are now five business lines. Three of them work for one specific client. An analysis I’ve made over the last few months shows that we make an enormous number of large, critical modules and a great diversity in products and components. This diversity demands tight control.
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