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.
or greater achieved by the end of our structured implementation
of our clients achieve scheduled results
of our clients have agreed to be references for us
Over 20 hours of formal classroom training sessions and 200 hours in on-the-job training, focused on productivity improvement and change management.
Savings of $800,000 resulting in a 3:1 ROI.
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.
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.
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:
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.