Results

Making a positive impact:

A Future With Brooklin

in Pharma by achieving a 4:1 ROI and accurately reflecting key drivers in their business.
in Manufacturing by delivering solutions for a key production bottleneck.
in Distribution by increasing customer face time by 119% and call activity by 15%.
in Food Production by reducing warehouse inventory by 21%.
in Aviation by achieving a 3.5:1 ROI and solving problems that hindered daily operations.

Score Cards

ROI

3:1 ROI

or greater achieved by the end of a project

Results

90%

of our clients achieve scheduled results

network

100%

of our clients have agreed to be references for us

What our Clients Have to Say:

Seafood Harvesting & Processing

This project is one of the best things that ever happened to our clam business. It has paid for itself many times over.”
- Clearwater Seafood

Aviation

We now have the business intelligence tools and behaviours in place to ensure we grow and succeed.”
- Air Georgian

Manufacturing

The team worked to accomplish the objectives in a highly collaborative manner. I would strongly recommend Brooklin’s services to any organization looking to position their business for sustainable growth.”
- AlphaPoly Corporation

Pharmaceuticals

The changes implemented during the project covered the cost of Brooklin’s services. Additional opportunities that were identified during the project yield an additional four-fold return on the project investment. I would consider this project to be measurably successful.”
- Apotex

Real Results

  • Lumber Mill
    • Working alongside the client’s team, we developed and evaluated several different operating scenarios and identified the expected return on investment and cost of finished production.
    • A strategic business plan was developed and is used to guide the company through long-term sustainable operations planning.
  • Printing Operation
    • The supervisory team was comprised of good former machine operators but lacked the skillset to be effective managers. This project emphasised skill training to develop a culture of continuous improvement and effective managers.
    • The installation of a Business Intelligence (BI) tool, allows managers to have real time visibility of key performance indicators.
    • Over 500 hours of formal classroom and on-the-job training focused on productivity improvements through supervisory tours and process critiques.
    • Structured formal meetings, to discuss results and how to proactively manage together as a team, going forward.
    • Savings of $800,000 resulting in a 3:1 ROI.
  • In a Financial Services Call Center
    • 15% decrease in average labor cost per client call.
    • 17% decrease in the average time spent on a single call.
    • 49% reduction in post-call data entry and other tasks.
    • Achieved ‘Best-Ever’ results from Customer Satisfaction Surveys.
    • 12% increase in membership inquires
    • Project achieved a 2.4-to-1 ROI.
  • In an electronics assembly operation
    • Overall productivity improvement of 28% across all production areas.
    • Significant reduction in manufacturing labor costs and overtime.
    • Decreased average monthly inventory on-hand.
    • Lowered accounts receivable to sales ratio.
    • Improved on-time delivery and reduced number of units on backorder for manufacturing services.
  • In a fish processing plant
    • Increased labor productivity by 20%.
    • Reduced inventory and transportation waste.
    • Reduced product changeover times by 50%.
    • Increase yield on value added products by 2%.
  • In poultry processing and sales
    • Achieved a 3.5:1 project return on investment.
    • Margins were increased by 5.1%.
    • Accounts receivable successfully reduced by $2,000,000.
    • Outstanding ‘Trade Claim Backlog’ reduced by 69%, leading to the rapid recovery of over $200,000.
  • In a juice production company
    • Achieved a 3.5:1 project return on investment.
    • Over 25% improvement in productivity.
    • A 15% reduction in line downtime.
    • 50% reduction in volume of rush orders for parts.
    • Significant reduction in packaging and material waste.
  • In pharmaceutical production (Training Project)
    • Management’s style was transformed from reactive to proactive.
    • Managerial time spent proactively improving operations was tripled.
    • Appointed and trained a ‘Sustainability Manager’ to ensure improvements continue post project.
    • Project paid for itself with an additional $1,000,000 in savings for the client.
  • In warehousing and distribution
    • 17% increase in lines shipped per labor hour.
    • Achieved $300,000 in annualized savings through load and route consolidation.
  • In an HVAC manufacturing company
    • Labor productivity was improved by 20%.
    • Revenue growth and margin improvement increased by 32%.
    • Achieved 2% improvement in material savings.
  • In a vegetable processing company
    • The implementation of a new operating system resulted in a 30% improvement in labor productivity.
    • Reduced overtime by over 40%.
    • Implemented a resource plan to effectively plan and schedule work centers.
    • Implemented process improvements to increase throughput.
    • Trained supervisors and managers to recognize variances, identify root causes, and take corrective actions.
    • Developed a methodology to identify material loss points leading to an annualized savings of $486,000.
    • Trained dedicated ‘Project Coordinators’ to perpetuate and build on the savings and to train employees on productivity improvement concepts.
    • Resulted in a 3.5 to 1 ROI in the current season with an expected 4.2 to 1 for the next season.
  • In a diversified food processing plant
    • Productivity improvement of 10% across all production areas and best demonstrated at 24%.
    • Implemented centralized production planning and inventory control for all operating divisions.
    • Improved sales volume forecasting.
    • Developed an operations management system to assist Managers with identifying direct labor and raw materials costs.
  • In a small fish processing plant
    • Project achieved a return on investment of 2:1.
    • Developed an implemented a custom system to measure and improve upon material yields and productivity levels.
    • Product defect rate was successfully reduced by 50%.
    • Labor costs were reduced by 25%.
    • Communication between management and employees was greatly improved through on-site training and the implementation of new management tools.
  • In a plastic packaging manufacturer and printer
    • Achieved an increased in labor productivity by 18%.
    • Design and installed a custom management system to measure performance, improve decision making and drive improvement through the organization.
    • Trained plant supervisors to identify and proactively address production variances.
    • Project achieved a return on investment of 1.6:1.
    • Labor costs and material savings of $300,000 was achieved.

For a Plastic Packaging Manufacturer

Over 20 hours of formal classroom training sessions and 200 hours in on-the-job training, focused on productivity improvement and change management.

For a Printing Operation

Savings of $800,000 resulting in a 3:1 ROI.

For a Lumber Mill

Developed a strategic business plan that will be used to guide the company into the future. Working alongside the client team, we developed and evaluated several different operating scenarios, identifying the expected return on investment and cost of finished production.

For a Financial Services Operation

Average labour cost per client decreased by 15%, call centre average-handle-time decreased by 17% with a reduction in after-call-work of 49%. Achieved best-ever results from customer satisfaction surveys.

FAQs

Insights

A Future With Brooklin

Want to be a better boss?
Jump into the trenches where all the action is.

We’ve heard a lot recently about the impact of ‘the boss’ on retention and the resulting talent churn costs to an organization. If we agree that the boss is an issue in retention, and that there is a real cost to an organization as a result, it makes sense that we consider how we develop or become better bosses.

Bosses often become bosses because of proficiency and hard work. Workers that stand out and excel are promoted in the hopes that the team will benefit from the boss’ technical prowess and work ethic – the best clerk becomes head clerk, the top pipefitter becomes the lead hand and then the foreman, the top salesman becomes the EVP of Sales. Often these individuals are promoted based on their ability to break through barriers on their own, and based on that experience they often take a hands-off approach to interacting with their team.

We often get asked how much time a manager should spend interacting with their team. There is no one size fits all, so we recommend building schedules specific to a manager’s scope. We categorize their time in five buckets:

  • reactive time
  • administrative or system driven
  • training
  • proactive improvement
  • interactive management

Interactive management is the time the manager spends proactively interacting with their team on matters of safety, schedule attainment, quality, productivity, yield and capacity. The key is to make these interactions positive and confidence building in nature.

One great way to improve interactions is a positive process observation or in lean speak, the ‘Gemba Walk’ – the importance of walking through an organization and observing how work happens. Observation is a tool that should be used regularly in organizations that want to continuously improve. Standards derived from observations can be used to schedule operations and establish variance systems to enhance predictability. That’s the management side. The added value a leader gets from interacting with their team through process observation is trust – and with greater trust we will become better bosses.

Scorecards