THEME CAREER AND LEADERSHIP
ORGANIZATION STRUCTURE CHANGE SHOWS PROMISING FIRST RESULTS 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. Daniëlla van Laarhoven
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hen 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. 32
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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. Some of the components are customized. That means little structure
and routine. Each day we produce various unique items. The main challenge is in the supply chain – 85 percent of the parts we need come from suppliers. All of the parts need to be delivered in time, according to specifications and with the right quality. My team consists of employees from different disciplines such as three buyers, a team lead, a quality assurance officer, three technical support professionals, nineteen cleanroom mechan-
