Synopsis: An insurance provider delivers $2.2M in hard dollar savings while improving customer response times by 32%.
Issues:
Six back-office processing sites in eastern U.S., all handling customer requests differently and manually
Due to the manual nature of workflow, the organization rarely began processing activities within the first two hours of the shift
The manual nature of the work and the incredible variety of work complexity made performance management next to impossible
Lack of effective management controls
Hospitality/Hotels
Synopsis: An underperforming hotel chain improves performance by $4.1M through implementation of redesigned process and management routines.
Issues:
38-unit hotel company with less than 5% brand recognition struggling to improve performance and profitability
The chain had been underperforming financially because of poor image, quality and customer service
Extremely low growth, and the growth achieved emanating from significant price reductions with negative impacts on profitability
Manufacturing
Synopsis: A door lock manufacturers performance is impeded by out-of-date manufacturing processes, systems and technology. The project resulted in a turn-around with first year improvement of $3.6M.
Issues:
Management infighting (old guard vs. new guard) improved through executive alignment process
Lack of cohesive management systems and routines, repaired through implementation of System For Managing
Broken and manual processes were redesigned
Production cycle-times reduced by 35% through implementation of modern production planning/forecasting routines and processes
Manufacturing
Synopsis: A manufacturer of aluminum castings for automotive engines and gearboxes was having trouble with JIT and SMED. Project delivers $10.6M against investment of $1.3M in one year.
Issues:
Jittery customers seeking alternative suppliers because of frequent under delivery against agreed Service Level Agreements (SLAs)
Costs and Supply Chain out of control
Poor work planning resulting in excessive tool changes, sequenced at odds with customer demands
Insecure workforce with high employee turnover
Retail Banking
Synopsis: Largest global operating unit of major retail-bank had resisted efforts to change despite significantly bloated cost structure. Project returned $30M against investment of $1.2M in only six months.
Issues:
Unit was facing increasing competition in the market from new and significantly more nimble competitors
Cost/Income Ratio too high at 41%
Management Team mis-aligned
Bloated organization chart with unclear roles and responsibilities across the organization resulting in duplicated work and recursive processes
Transportation
Synopsis: Project with transportation firm improves operating income by $4.9M through process excellence and performance management.
Issues:
Business lacked the tools, methodology and organizational discipline to critically evaluate business processes and effectively manage staff utilization
The diversity of work made it nearly impossible for the organization to accurately model staffing requirements
Business leaders lacked a discrete understanding of workloads and work complexity
No systematic method existed within the organization to measure employee performance
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