There is one thing in common across every industry:
the need to generate results













































































































































































































 results by industry






Examples of project results are outlined below. As this list is not exhaustive, if you do not find your specific business type or business challenge, please contact us to discuss more of our experience and how it relates to your organization or issue.

Manufacturing
Transportation / Distribution
Hospitality
Project Management

Results are typical improvements that are achieved through the successful execution and implementation of our methodology. To see how we would build an approach for your challenge, please contact us.
















 Customer Service Centers

Our Results

-    10-30% increase in service levels / grade of service
-    10-30% increase in labor productivity
-    10-20%  reduction in  average handle time
-    15-25% reduction in wait times between calls
-    15-30% improved first call resolution
-    15-30% closed ticket cycle times

Our Approach

We first define the particular issue with the call center – is it a Service, Quality, Speed or Innovation issue? Typically, call centers suffer on the speed and service side which then impacts quality and cost. Innovation of the process is often rarely looked at, if at all. Our systematic investigation helps your management team innovate the process while addressing your company’s specific issues.  We ensure that we:

-    Understand historical trends by 15 or 30 minute intervals for inbound / outbound call traffic and   
     related work activities
-    Understand work requirements based on frequency and timing of work activities
-    Develop models that predict required staffing to maintain or increase grade of service
-    Introduce problem solving models that management and staff use to constantly address new and
     relevant client issues
-    Assess how IVR set up is impacting service, quality, and speed
-    Assess how queue management is impacting service, quality cost and speed
-    Understand drivers of call and ticket volume and develop changes to reduce frequency or     
     recurrence
-    Perform detailed observations to understand root causes of longer than necessary handle times.
-    Develop potential improvements to decrease call and/or administrative time associated with call
-    Implement management systems to improve first call resolution
-    Work with the management team to actively manage key indicators throughout the day,
     establishing a proactive management behaviour to continuously innovate and improve the process

Our Experience

-    Inbound and outbound call centers
-    Customer service departments
-    Support service departments
-    Inside sales departments
-    Dispatch departments

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 Pharmaceutical

Our Results

-    5-10% increase in on-time in-full customer delivery performance
-    10-30% reduction in overall supply chain cycle time
-    10-30% improvement in process efficiency
-    10-30% improvement in right-first-time performance
-    20-80% reduction in deviations and backlogs
-    1-15% improvement in finished goods yield
-    15-30% reduction in R&D and Engineering/PMO project process cycle time
-    10-30% reduction in rework and non-critical path activity
-    20-40% increase in revenue per labor $
-    5-15% reduction in raw and finished good scrap
-    10-30% increase in facility capacity increase without expenditure
-    1-5% reduction in overall material cost
-    5-25% reduction in overall labor cost
-    15-40% reduction in WIP inventory

Our Approach

We first understand whether there is a Service, Quality, Speed or Innovation issue.  While all indicators are important, we typically find that customer service and quality indicators reign supreme in the Pharma industry. When an organization excels with these performance indicators they can then focus more of their energy on innovating while maintaining control of costs.

When we speak about customer service and quality, we are referencing these indicators across functions. Customer service indicators can speak to the service level achieved through your R&D projects: delivering them on-time and in-full with the right level of quality is critical to making it first to market. Without consistent performance here the difference in outcome can be dramatic: taking a 70-80% position versus a 20-30% position in the market can make or break your budget for a product. Flip to the manufacturing of the product and you are faced with high valued API's that can be wasted through quality performance issues that can erode profitability with the other variable of the profit equation, cost. Quality by Design (QBD) is a well used word, but how many processes integrate a methodology that promotes this mentality in every action?

Our systematic investigation helps your management team innovate the process while addressing your organization's specific issues. We do this in part through:

-    Understanding the mix of products/projects being produced and the current labor, material, and        overhead required to produce the mix
-    Understanding the process constraint for each product or product group
-    Through detailed observations, understanding why efficiencies are lost at the process constraint
-    The root cause of product, labor, material or efficiency issues
-    Innovating and implement improvements that drive out variability and waste

Our Experience 

-    Facilities include:
      - R&D
      - Quality labs
      - Pilot plants
      - High containment
      - Nuclear medium labs
      - Commercial

-    Dose forms include:
      -    Sachet/Pouch
      -    Tablet
      -    Liquid
      -    Soft-gel
      -    Powder
      -    Injectables

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 Manufacturing

Our Results
-    10-30% increase in production efficiency
-    1-3% reduction in overall material cost
-    10-30% reduction in unit labor cost 5-15% reduction in indirect labor cost
-    Improved forecast accuracy and schedule predictability
-    Improved right first time performance and reduced scrap
-    15-40% reduction in WIP inventory Improved vendor management
-    Reduced capital expenditures through improved utilization/efficiency of existing assets

Our Approach

We first understand whether there is a Service, Quality, Speed or Innovation issue.  While all indicators are important, we typically find that throughput and schedule predictability are the areas of biggest concern. Our systematic investigation helps your management team innovate the process while addressing your company’s specific issues.  We ensure that we:

-    Understand the mix of products being produced and the current labor, material, and overhead
     required to produce mix of products
-    Understand the process constraint for each product or product group
-    Through detailed observations, understand why efficiencies are lost at the process constraint
-    Root cause product, labor, material or up-time issues
-    Innovate and implement improvements that drive out costs

Our Experience

-    Food & Beverage
-    Pharmaceutical
-    Health & Nutritional
-    Recreational products
-    Automotive parts
-    Textile
-    Foundries
-    Metal Recycling

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 Transportation / Distribution

Our Results

-    5-20% reduced capital and equipment requirements
-    10-30% productivity improvement on in-house fleet
-    10-25% reduction in 3rd party logistics costs
-    Route optimization
-    Load optimization
-    Reduced deadhead miles
-    Improved 3rd party carrier rates
-    Improved on time delivery
-    Enhanced schedule and delivery predictability

Our Approach

We first understand whether there is a Service, Quality, Speed or Innovation issue. While all indicators are important we tend to find that there is significant opportunity in how equipment is dispatched and routed throughout the day.  This impacts capital requirements, labor productivity and on time delivery.  Often times, it is because staff have not been adequately trained on how to best use available system tools to proactively plan. Our systematic investigation helps your management team innovate the process while addressing your company’s specific issues.  We ensure that we:

-    Understand delivery requirements and historical use of LTL, TL or company owned fleets
-    Understand current routing software when applicable and analyze current parameters and        
     standards used to route a fleet
-    Complete detailed observations to verify planning standards for route specific stops
-    Analyze current load parameters and methods and develop improvements to optimize load 
     planning and sequencing
-    Analyze use of 3rd party carriers and warehouses
-    Install management system for measuring and providing visibility to 3rd party logistics 
     performance

Our Experience

-    Delivery of perishable and non perishable products
-    Courier services
-    Pick-up service

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 Hospitality

Our Results

-    Improved guest experience ratings
-    Reduced wait times and improved service levels
-    2-10% revenue growth
-    10-25% labor cost reduction
-    1-3% material cost reduction
-    Improved staff scheduling to meet peak period demand
-    Improved material procurement and preparation schedules
-    Reduced wait times and improved service levels

Our Approach

We first understand whether there is a Service, Quality, Speed or Innovation issue. Typically, guest experience, maximizing revenue opportunities and maintaining profitable cost structures are of primary concern.  Our systematic investigation helps your management team innovate the process while addressing your company’s specific issues.  We ensure that we:

-    Understand product and service mix and margins within the mix
-    Analyze demand planning models and develop changes to improve guest forecasts
-    Understand all activities required to deliver guest experience and develop workload models to       
     appropriately schedule to anticipated demand on 15, 30 or 60 minute intervals
-    Understand capacity constraints during peak volume hours and develop changes to maximize  
     revenue opportunity
-    Conversely, understand resource overflow during trough volume hours and develop solutions to  
     minimize cost while maintaining/exceeding  required service levels
-    Analyze product offerings to maximize revenue opportunities
-    Develop and implement sales and operations strategies to ensure consistency of guest experience

Our Experience

-    Lodging
-    Restaurants
-    Event planning

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 Project Management

Our Results

-    15-40% reduction in backlog of activities
-    15-40% improvement in on time completion of tasks
-    15-50% improvement in on time completion of projects
-    15-25%  elimination of non-value added steps
-    10-25% reduction in labor requirements on projects

Our Approach

We first understand whether there is a Service, Quality, Speed or Innovation issue. We typically find that complex or cross functional projects have several challenges including a lack of understanding of activities that will drive project completion, a lack of visibility between departments on project status and difficulty in understanding the work requirements for each of the project phases . All of these issues drive many projects to be delayed with cost overruns.  Our systematic investigation of the process helps innovate the process while addressing the particular issues:

-    Define the current project backlog and categorize the type of project
-    Understand the resources required and available with regards to the project work
-    Understand all the activities required to deliver the project
-    Challenge preconceived notion of what is required and develop solutions based on best practices 
     in project management to resolve specific issues
-    Live implementation of solutions with project management and staff to immediately impact       
     service, quality, speed and innovation

Our Experience
-    Research & Development Projects
-    New product launches
-    Design Projects
-    Engineering projects

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