INTRODUCTION

IN-DEPTH LOOK AT OUR SERVICES



Improving organizational efficiencies to lower costs and increase profits together with Work Force Development is what I and teaming consultants are all about.  

To give you a better feel for my capabilities, this section snapshots 8 problems I have helped clients solve. For each, the problem, solution, and outcome are summarized. Three of these problems were nation-wide in scope,

While this sampling is not all-inclusive, I hope it demonstrates a depth of skill, experience, and dedication you might want to help efficiently solve your problems. 

Following these problem discussions is a sampling from my Solutions Toolkit. Here I aim to show that, while your problem may be unique, there are have off-the-shelf techniques that simplify the fixiin' so consulting costs are kept to a minimum ... more bang for the buck as it were! 

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FIXING INEFFICIENCIES

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Sometimes there is a process issue; sometimes a defective component. Sometimes a few tasks or events are driving up costs, labor, or frustrations. Sometimes (usually!), the problem causes are unknown on the surface but known when uncovered by applying a few carefully-selected tools.


To help you understand our capabilities we include below 4 client efficiency issues we solved. See if any of these apply to you!


CONTINUOUS IMPROVEMENT

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PROBLEM #1

SUSTAIN THE SUBMARINE FORCE'S TACTICAL LEAD THROUGH NEW SYSTEMS, TACTICS, AND TRAINING...

SOLUTION

Used System Redesign and Continuous Improvement to maintain winning strategies.

As Chief Scientist and Principal Analyst at the submarine force's R&D Squadron, led modeling, at-sea data collection, analysis and reporting efforts, all keyed to specific annual mission and performance criteria. Used trends to recommend change.

OUTCOME

Submarine Force is a model to the rest of the Navy in mission-oriented tactical development.

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LEAN ANALYSIS

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PROBLEM #2

MEDICAL CENTER OPERATING ROOM AND MRI UTILIZATION FALTERING LEADs TO POOR CLIENT WAIT TIMES

SOLUTION

Used Lean analysis techniques.


  • Quantified department usage differences.
  • Surveyed staff & observed work flow.
  • Uncovered unknown causal relationships.

OUTCOMES

  • Utilization improved about 40%.
  • OR team hired manager to sustain performance.
  • Wait times decreased.

FACTS FROM DATA

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PROBLEM #3

COAST GUARD AIRCRAFT & SHIP SEARCH PERFORMANCE NOT WELL-QUANTIFIED LEADING TO NON-OPTIMUM SEARCHING.

SOLUTION

Mounted large effort to measure & document search performance


  • As project overseer, helped design and implement 5 years of at-sea data collection.
  • Led team to statistically quantify performance using state-of-the-art math tools.

OUTCOMES

  • Coast Guard now has published search & rescue performance for a variety of targets and search platforms and environmental conditions.
  • This data can now be input into search models to optimize search plans for actual scenarios..

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CAUSE & EFFECT ANALYSIS WITH DATA

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PROBLEM #4

HIGH VOLUMES AT A MEDICAL CENTER'S VALET PARKING PERIODICALLY  CREATED LATE ARRIVALS AT APPOINTMENTS.

SOLUTION

Conducted process mapping, data collection,and analysis.

  • Determined the distribution of car arrivals was peaked corresponding to appointment times. (see graph to the left)
  • Recommended staggered valet shifts, leveling of appointments by stretching appointment schedules, shifting of large client groups to the afternoon, more noontime appointments, and a few more parking spaces close to the drop-off point..

OUTCOMES

  • Valet bottlenecks were lowered.
  • Wait times became acceptable.

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