Process improvement projects, proven before rollout
Every project here followed the same path. Map the process, run a real simulation, find the constraint with bottleneck analysis, and prove the fix before changing the real operation. The numbers are what teams actually delivered.
- 12%of ICU emergencies were being turned away
- 50%+shorter door-to-discharge time
- 25%more lives saved through optimized triage, in a modeling study
- +13.85%more output, worth $2.1M a year
- $700Ksaw purchase avoided
- +19%more throughput, at almost no cost
- 7%how close the model ran to the real line
- $600Kinventory cut across six plants
- 96%of calls answered, up from 85 percent, at ten times the volume
- $64Msaved immediately, and about $190M over time
- 57%growth in the consulting unit, absorbed by the support center
- $133Ma year in SG&A, the three-year reduction target the model supports
- 50%cycle-time improvement, the two-year goal simulation was used to reach
- 15%more revenue from optimizing the table mix
- 58%faster application turnaround under a new pod model
- 87%shorter sales cycle
- $40.5Mcapital expansion avoided
- $4Msaved a year, at the same mail volume
- $50K+capital spend avoided
- $40Mexpenditure avoided
- 50%fewer hydrants, full capability kept
- 90-95%department utilization, up from 30-35%
- 150/daytrailer-load quota met, $100K/day penalties avoided
Case studies
Every project, filterable by industry
Showing all 33 projects
Healthcare8 to 12 hrsmedication-order delay the project set out to cut
Cutting a medication-order delay that ran up to twelve hours
A hospital
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Healthcare12%of ICU emergencies were being turned away
Recovering ICU capacity that turned away one in eight emergencies
A Level I trauma center
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Healthcare50%+shorter door-to-discharge time
Cutting emergency door-to-discharge time by more than half
An emergency department
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Healthcare25%more lives saved through optimized triage, in a modeling study
Research modeling shows triage optimization saving 25 percent more lives
A peer-reviewed pandemic-response modeling study
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Healthcare+13.85%more output, worth $2.1M a year
Lifting medical-device output by 13.85 percent without a new line
A medical-device manufacturer
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Healthcare2xoutput, from 2 to 4 billion units
Delivering a record-breaking pharmaceutical launch
A pharmaceutical manufacturer
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Manufacturing$700Ksaw purchase avoided
Avoiding a $700,000 saw the line did not need
A window manufacturer
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Manufacturing+19%more throughput, at almost no cost
Lifting export throughput 19 percent for pennies
A vehicle export processing center
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Manufacturing7%how close the model ran to the real line
A variable assembly line modeled within 7 percent
An electronics assembly operation
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ManufacturingOn timedelivery across 20 to 30 simultaneous customer orders
Bringing order to high-stakes casting delivery
A multibillion-dollar aerospace and medical castings producer
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Manufacturing$600Kinventory cut across six plants
Right-sizing kanbans across six plants
An office-furniture manufacturer with six plants
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Services10,000garments a week on an 8-hour day, up from 6,600 on a 14-hour day
More garments out the door on a shorter working day
Hangers, Inc.
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Services96%of calls answered, up from 85 percent, at ten times the volume
From 400 calls a day to 4,000, answered better
A large financial services company
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Services$64Msaved immediately, and about $190M over time
An ad-sales overhaul that started with a new-hire paper trail
A sports channel
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Services8 weeksper project, to model and reshape a service flow
Treating service orders the way a factory treats parts
A telecommunications company
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Services57%growth in the consulting unit, absorbed by the support center
Absorbing 57 percent growth by moving work to the web
A consulting firm
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Services$133Ma year in SG&A, the three-year reduction target the model supports
Mapping the value stream toward a large cost-reduction goal
An office-furniture manufacturer
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ServicesMillionsin patent value protected by closing a statutory-bar risk
Protecting patents by modeling the legal process
An aerospace and rocket-motor company
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Services50%cycle-time improvement, the two-year goal simulation was used to reach
Teaching a whole workforce to see the process
An imaging company
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Services22 dayscut from a 155-day cycle, with utilization above 95 percent
Twenty-two days out of a printed-communications workflow
A consulting firm
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Services15%more revenue from optimizing the table mix
More revenue from the same room, with fewer seats
A restaurant
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Services45 to 60 daysloan cycle, the starting point on the way toward one-day approval
Driving loan approvals from weeks toward a single day
A mortgage lender
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Services58%faster application turnaround under a new pod model
A pod model that cut application turnaround by more than half
An auto finance company
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Logistics87%shorter sales cycle
Cutting a nine-month sales cycle to 35 days
A maker of reflective, high-visibility safety garments
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Logistics$40.5Mcapital expansion avoided
Avoiding a $40.5M plant expansion
A road-paving equipment manufacturer with more than 30 years in business, building machines 45 to 60 feet long and weighing 50,000 to 100,000 pounds
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Government$4Msaved a year, at the same mail volume
Halving the work cells across 20 mail plants
A national postal service
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Military and defense$50K+capital spend avoided
Proving a grenade-line change before a $50,000 spend
American Ordnance, a military ammunition manufacturer (M430 40mm grenade line)
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Military and defense$40Mexpenditure avoided
Avoiding a $40M system that would not have helped
A US military biometrics group analyzing IED-incident evidence
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Military and defense50%fewer hydrants, full capability kept
Keeping a base fueled through a 50% hydrant cut
A US Air Force base, a bomber operating location and transport-refueling hub
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Military and defense3 fleetsA-10, C-130, and F-16 depot maintenance, modeled as one system
Modeling depot maintenance across three fighter fleets
Ogden Air Logistics Center, Aircraft Directorate (2,200+ staff)
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Military and defense90-95%department utilization, up from 30-35%
Lifting a VA department from 30% to 90% utilization
The Veterans Administration Customer Accounts Center (seven VA hospitals across Tennessee, Kentucky, and West Virginia)
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Military and defense150/daytrailer-load quota met, $100K/day penalties avoided
Meeting a 150-load-a-day nuclear-cleanup quota
The DCS consortium (Duke Energy, COGEMA, Stone & Webster) at a mixed-oxide nuclear-fuel facility
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Military and defenseWait vs costtraining time balanced against seat-utilization cost
Balancing Navy training time against cost
The US Navy, Chief of Naval Education and Training
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See your process clearly, then prove the fix
Build the model, run the simulation, find the constraint, and show the improvement before you change a thing.