| Product/Service |
The Problem |
The Solution |
The Result |
| Frozen Foods |
A new greenfield site had no management systems in place from goods in, to dispatch of finished product. |
Development of a full management operating system incorporating Stores, Maintenance, Preparation, Production, Packaging, Warehousing and Despatch. |
Across the board improvements in waste, scrap, downtime, quality, productivity and service. |
| Small Good Production |
Productivity was not industry-competitive due to poor scheduling and management of exceptions. |
Developed and implemented management and planning systems. |
18% increase in productivity (Kgs / Manhour). |
| Frozen Pastry and Potato products |
Machine downtime and scrap levels were too high. |
Developed and implemented process control and maintenance and quality systems across all production facilities. |
Machine utilization increased to 78%, scrap reduced by 46%. |
| Bottled products and Salads |
Lack of management control and poor production planning were causing cost overruns. |
Developed and implemented production planning tools and management systems and installed effective review disciplines with managers and supervisors. |
Restructured the operation, realising $1.2m in productivity improvements. |
| Fresh Sandwich Production |
Poor scheduling of materials and resources resulted in late delivery of product, incurring financial penalties. |
Developed and implemented planning and scheduling tools in the Preparation and Production areas. |
Late deliveries fell to less than 1%, reduced waste and complaints. |
| Production & processing of Atlantic Salmon |
Inconsistencies throughout the production process had led to variable throughput and product quality. |
Reviewed filleting, smoking and packing operations. |
Developed a process control program, highlighting key issues that required monitoring and control to optimise quality and yield. |
| Product/Service |
The Problem |
The Solution |
The Result |
| Cement Sheet Production |
There was a belief that the operation could be down sized and still supply the market but it was a high risk decision to make. |
Designed, built and customized a mixed integer multiple regression mathematical model that accurately reflected the client's business. |
One plant was able to be closed at an annual saving of $6m. |
| Clay Brick Manufacturing |
A large building products company that had grown out of many smaller independent operations, needed to standardize its operational control to better manage costs. |
Development & implementation of a standard management system that enabled site to site comparison and allowed management to focus on KPI variance, ultimately reducing costs. |
12% productivity improvement across the group. |
| PVC Production |
The lack of an MRP II and quality system resulted in stock outs, missed orders and inconsistent quality. |
Developed and implemented quality, stock control and process control systems. |
Reduced stockouts to less than 2%, reduced waste by 13% and improved efficiency by 18%. |
| Glass Bottle Manufacturing |
Quality systems were not functioning, allowing poor product to be despatched to customers. |
Developed and implemented a full Quality Control / Quality Assurance System (compliant to ISO 9000 series though not audited). |
Eliminated the despatch of poor quality goods. Reduced quality complaints to zero. |
| Stock Feed Manufacturing |
Haphazard management systems derived from numerous different companies and extremely high freight costs. |
Developed and implemented an MRP system for all mills including process and quality control. Developed and implemented standardized procedures and an approach for costing and charging freight. |
$4m of productivity improvement savings and the elimination of $1.5m of unrecovered freight costs. |
| Roof Tiles, Windows and Concrete Blocks |
Issues surrounding Quality, Batching, Planning and Scheduling and scrap levels. |
Developed and implemented Process Control, Maintenance and Quality Systems across 4 different production facilities. |
Improvements ranged from reduction of scrap from 15% to 4%, to an increase in machine efficiency from 32% to 67%, and an increase in gross margin on one product group by 15% over 12 months. |
| Bulk Construction Materials |
The company needed to reduce its labour costs in order to remain competitive. |
Development of a resource requirements plan based on activities and volumes by site with supporting management systems. |
Reduced labour costs by 18% across the all quarries. |
| Product/Service |
The Problem |
The Solution |
The Result |
| Electricity Distribution |
Service requirements were not being met, putting the licence to retail electricity at risk. |
Developed and implemented management and call centre systems in the Administration / Call Centre group. |
Service levels increased from 50% to 85%, and turnaround times reduced to 24hrs even as call volumes increased by 100%. |
| Telecommunications Infrastructure Building |
Very high volumes not being met due to low productivity and poor skills in the NSW Broadband Area. |
Development and implementation of management systems enabling improvements to be made in productivity and the effective scheduling of training. |
Major cultural change program resulting in productivity improvement of up to 70% and a reduction in delivery times of up to 80%. |
| Electricity Retail |
The organisational change program was unsustainable at an operational level. |
Developed a system for the program office which focussed on the impact of change and the preparedness to change at a work group level. |
Program changes minimised the impact on work groups, allowing better corporate governance and control. |
| Electricity Distribution and Retail |
A rapidly growing market needed to be absorbed into the existing workforce across three divisions. The GOC systems and culture was a roadblock to achieving this goal. |
Development and implementation of simple forecasting and planning tools with a supporting Management System and the necessary training for supervisors and middle management on their use. |
Productivity improvements of between 12% and 78%, 23% overall. |
| Electricity Distribution |
Ineffective use of resources across customer paid work and infrastructure maintenance, resulting in budgets not being fulfilled and unhappy customers. |
Developed a review and prioritization process which was embedded in the business. |
Complaints reduced and budgets met. |
| Product/Service |
The Problem |
The Solution |
The Result |
| Vehicle Fleet Management |
Numerous service related problems and a lack of control of debtors adversely effecting cash flow. |
Development and reengineering of processes and management control systems. |
Reduction in administrative turnaround times from 14 days to 2 days, increase in capacity of 250% in the company’s Call Centre. Reduction in suspense accounts from $6m+ to <$50k with 90% of all collections occurring within 15 days, down from 60 days. |
| Back Office Banking Operations |
The physical layout of the back office was not conducive to quality and productivity improvement. |
Reviewed all physical process flows, hard and soft copy. Redefined all these flows resulting in the elimination of one complete office floor in London's CBD. |
Annualised savings of approx $9m. |
| Superannuation & Insurance Operations |
A bespoke life insurance administration application had been purchased and business processes required to support the new application were lacking. |
Defined business rules and developed new processes/reengineered existing processes to support the application. |
An entire suite of FSRA and SOX compliant processes were developed, signed off by stakeholders and implemented in the business. |
| Superannuation & Insurance Operations |
A multitude of systems resulted in very high Average Handle Times (AHT) in the call centre and frustrated customers leading to high complaints about the telephone service. |
Managed the in-house development and implementation of a Client-based front end for the Call Centre which pulled together data from 7 separate systems. |
AHT's reduced by 36% to better than industry standard. Reduced complaints by 65%. |
| Back Office Banking Operations |
Back office costs were too high. |
Developed and implemented management systems that enabled the effective management of the staff redundancy program. |
Reduced staff levels by 17%. |
| Superannuation & Insurance Operations |
Back office costs were too high, as were error rates. |
Implementation of management operating systems across the Life business, including complaints handling and quality control. |
15% reduction in labour costs achieved through attrition. |
| Back Office Banking Operations |
Labour costs as proportion of total costs, were too high. |
Development and implementation of full management systems across all areas. |
Average staff reduction of 14% across all back office areas. |
| Back Office Financial Services Operations |
Productivity was not on a par with European operations and reporting cycles were failing to meet regulatory deadlines. |
Designed and installed management systems and tools, modeling resource to work requirements. Implemented effective review disciplines and re-engineered reporting cycles. |
Reduced reporting cycle turn-around time by 22%, and generated $1.7m of productivity improvements. |
| Superannuation & Insurance Operations |
Customers were being lost faster than they were being acquired. |
Developed a proactive retention program and implemented ISO 9004 Quality Systems. |
Retention rates increased by 78%. ISO certification of Administration and Systems areas of the business - 1st in the insurance industry. Company won Victorian Customer Service Award (highly commended Nationally). |
| Back Office Insurance Operations |
Ineffectual management tools and low productivity had created a perception among customers that service was average. |
Designed and implemented performance measurement tools, providing visibility to manage Contact Centres and Administrative areas and enabling the alignment of resources with workload. |
Improvements included realising $1.2m of savings in the Contact Centres and Administrative areas, increasing the number of enquiries resolved at first point of contact by 15%, improving customer service ratings from "average" to "excellent" in Customer Satisfaction Surveys. |
| Back Office Banking Operations |
The amalgamation of Colonial and State Bank NSW resulted in duplicated effort and high costs. |
Established the "Direct Call Centre" business, linking two large call centres with a focus on Direct Sales of Insurance and Banking products. |
Leveraged sales of new products to existing customers' products. Reduced overall operating costs and eliminated transfer of calls between call centres. |
