Case Studies (cont'd)

Case 7: Community Hospital

Challenges: Low service levels, high costs, and poor morale.
Action: Top to bottom Total Quality Management Implementation, (Strategic Planning, Management and Leadership Development, and Employee Team Training). Aligned their strategy, people, and processes.
Result: Improved financial performance, improved patient and employee satisfaction, and decreased costs. Recognized in the community and state by receiving numerous quality awards.

Case 8: Electrical Construction Company

Challenges: Major airport terminal renovation in danger of falling behind due to electrical construction delays
Action: Implemented Cycle Time Reduction Process on airport terminal overhead conduit installation.
Result: Reduction of conduit installation time by 15% allowed the terminal re-modeling to be completed on time, providing significant customer satisfaction for the Airport Authority and a major airline.

Case 9: Manufacturing Company

Challenges: New product introductions were not being realized fast enough, windows of opportunity constantly being missed.
Action: Implemented Accelerated Time To Market Program (ATTM)
Result: Overall process reduced from 316 days to 112 days average. New business increased 36%.

Case 10: Chemical Distributor

Challenges: New management wanted to improve communications and change the culture that was causing poor results.
Action: Implemented a top to bottom Quality Management Program.
Result: Tripled profitability within 2 years.

Case Studies

Through our national Network of Affiliates, the following are examples of results that a few of our clients have achieved. While we developed and facilitated the process, these results were designed and generated by the employees of their respective organizations; therefore the buy-in was very high, the gains were maintained, and the satisfaction levels grew significantly.

operational gains Case 1: Electrical Construction Company

Challenges: Defective lighting ballasts needed to be replaced at a newly-opened Hospital addition.
Action: Implemented Cycle Time Reduction with Project Managers and Electricians.
Result: 20% reduction in the cycle time of each ballast replacement allowed project to be completed on time with no disruption to hospital operations.

Case 2: Construction Management

Challenges: Stagnant company growth—unable to grow beyond 100 employees.
Action: Implemented Strategic Planning Process, Leadership development process for executives, Management development process for managers, and Team Leadership development process for Supervisors.
Result: Doubled staff in two years, turnover has been reduced, and annual revenue targets continue to be surpassed.

Case 3: Public Sector Call Center

Challenges: Average call wait time was 15 minutes, dropped calls averaged 50%, and employee attendance was poor.
Action: Implemented Cycle Time Reduction process with a supervisor and a cross-functional team of customer service representatives.
Result: They went from 30,000 calls handled per month to 85,000, 15 minute wait times went down to 45 second wait times, dropped calls disappeared, and employee attendance increased by five weeks per person per year.

Case 4: Family Owned Electrical Contracting Business

Challenges: Company was struggling through an ownership transition from father to son. Bottom line results remained flat.
Action: Customer Loyalty development process for staff, Management development process for owner to facilitate succession.
Result: Bottom line performance exceeded expectations, achieved double digit growth in service side of business, and business growth enabled the acquisition of another business.

Case 5: Stone Fabrication Organization

Challenges: The company had an inexperienced management team, growth was stagnant, and the company was in the red financially.
Action: Executive Leadership, Customer Service, and Sales development processes for staff.
Result: The company has grown 400%, going from a $1M company to a $5M company.

Case 6: Vegetable Oil Manufacturer

Challenges: The company had no formal process for inventory control. They were having trouble meeting customer inquiries due to their lack of knowledge of their inventory and were receiving too many complaints to attract larger prospects.
Action: Implemented Cycle Time Reduction.
Results: Their new system increased efficiency by 518%, inventory-tracking process hours were reduced by 700 hours, and every two months they save $115K, or almost $700K per year. They were able to secure two large accounts.