WORLDWIDE
NON• PROFIT

Department Study for optimization

• Assessment of current situation

• Identification of future needs

• Performance Audit

• Benchmarking

• Resource assessment

• Redesign of department

• Implementation of redesign

• Tasks distributed to other, available resources

• Under• resourced tasks given optimal resources

• Greater use of services by internal clients

• $600,000 annual savings

PUBLISHING COMPANY

Outdated finance department; bad debt increased; credit approval taking 42 days

For each of 6 areas -

• Mapping of current functions, tasks, volumes, standards, staffing and scheduling

• Objectives identified

• Project teams created

• Redesign

• Implementation

• Training & development

• Coaching

• Key indicators established

• Communications matrix developed

• 18% Overall increase in productivity

• Annual savings of $500,000

• Elimination of unnecessary and duplicated tasks

• Bad debt significantly reduced

• Credit approval - same day

CABLE COMPANY

Merge of three operations units from three different, merging companies

Project Management

• Development of project teams

• Development of project plans, schedules

• Identification of best practices

• Purpose, policy and goals

• Impact to customers (internal and external)

• Benchmarking: customer impact, productivity, financial

• Identification of best practices

• Resource optimization

• Training and development

• Coaching

• Timeline of implementation

• Communication matrix

• Streamlining of departments around functions

• Standardized language

• Standardized measurements, and key indicators

• Best practices for all functions and tasks

• Elimination of less productive, overlapping or superfluous functions and tasks

FINANCIAL COUNSELING CENTER

Need to move greater responsibility for initial customer contact from in- person to the call center.

• Current services, standards and volumes identified

• Model process developed

• Performance support tool created

• • Improved phone system configuration

• Current and ongoing Training Plan and Performance Evaluation

• Metrics designed

• Optimal staffing and scheduling

• In person scheduling reduced 70%

• 13% improvement in abandoned calls

• 40% improvement in average speed to answer

Annual Savings: $350,000

CONSUMER PRODUCTS MANUFACTURER

New management team in growing company needed to become a team and work collaboratively

• Series of quarterly retreats

• Mapping of current processes and unworkability

• Coaching of each participant

• Building a cohesive, productive team

• Goals set and met in each area

• Production costs reduced 12%

• Sales increased 50%

• Turnover reduced 75%

TURNKEY COMPUTER SOLUTIONS COMPANY

Customers had been complaining about poor communications and service delays

• Whole company retreat to identify leaders, problems and solutions

• New communication matrix developed

• All employees are "leaders" in customer service

• 30% increase in customer retention

• 55% decrease in customer complaints

REAL ESTATE AGENCY

Company was not profitable and long term goals were not being met

• Coaching CEO

• Return company to profitability

• Grow top line

• Determine feasibility for adding Escrow, Mortgage and Insurance companies

• Plan for achievement of all long term goals

• Develop exit strategy

• Returned to profitability within three months

• Best month in 16 years of business

• Escrow company established and profitable within 6 months

• Mortgage company established and profitable within 9 months

• All long term goals met within 18 months

• Business sold within 2.5 years