Tangible Results

Regardless of your current market position, today's competitive environment and global economy requires that you deliver products and services faster than ever before, with higher quality and at lower cost. Delivery – speed – time. These are the new differentiators that help gain or maintain your competitive edge.

We help teams achieve consistently impressive results when they apply Lean principles and tools to any value stream, whether service or product-based. Actual results are listed below. "After" results are initially projected and then validated through ongoing process audits.

Financial results have ranged from creating the capacity to earn an additional $2.5 million dollars in revenue without adding staff or equipment to eliminating an unnecessary expense of $1.4 million dollars per year. Both improvements were achieved during a single five-day Kaizen Event. Indirect benefits include creating a more motivated workforce with higher morale, freed capacity, reduced turnover, improved safety, reduced risk of regulatory violations and litigation, and numerous instances of cost avoidance.

The following list is a representative sample of the results our clients have experienced. The thee key metrics are defined as follows:

• Lead Time refers to overall throughput or turnaround time, including waiting and delays.
• Process Time refers to the actual "touch time” it takes workers to complete the task.
• Activity Ratio = PT/LT x 100 and reflects the percentage of time the data, material or person passing through the process is being worked on versus waiting.

Hospital Discharge Process

Metric	Before	After	% Improvement
Lead Time	11 hours	4 hours	64%
Process Time	141 minutes	126 minutes	11%
Activity Ratio	21%	53%	152%
Rolled First Pass Yield (Quality)	20%	41%	105%
Freed Labor Capacity	---	715 hours / year	---

Hiring & Onboarding Process

Metric	Before	After	% Improvement
Lead Time	108 days	43 days	60%

Sales Orders Process

Metric	Before	After	% Improvement
Lead Time	17 days	6 days	65%
Process Time	5.8 hours	4.4 hours	24%
Activity Ratio	4.2%	9.2%	119%

Cost Estimating Process

Metric	Before	After	% Improvement
Lead Time	40 days	15 days	63%
Estimate Accuracy	+25%	±10%	60%
# Process Steps	14	11	21%

Emergency Department Patient Flow

Metric	Before	After	% Improvement
Lead Time	7.7 hours	4.0 hours	48%
Process Time	2.7 hours	2.4 hours	11%
Activity Ratio	35%	60%	71%

Software Modification Process

Metric	Before	After	% Improvement
Lead Time	83 days	24 days	67%
Process Time	114 hours	48 hours	58%
# Process Steps	23	13	43%

Contract Processing

Metric	Before	After	% Improvement
Lead Time	7.6 days	1.6 days	79%
Process Time	6.8 hours	5.0 hours	26%
# Process Steps	51	33	33%
Distance traveled	2,421 feet	1.244 feet	49%

Purchase Order Requisition Approval

Metric	Before	After	% Improvement
Lead Time	10 days	2.5 days	78%
Process Time	60 minutes	40 minutes	33%
Rolled First Pass Yield (Quality)	0%	60%	8500%

Engineering Analysis

Metric	Before	After	% Improvement
Lead Time	36.4 days	4.7 days	87%
Process Time	15.1 hours	7.7 hours	49%
# Process Steps	27	18	33%

Order Entry Process

Metric	Before	After	% Improvement
Orders input within one day	45%	90%	100%
Process Steps	21	13	38%

Additional results include:

• Reduced outpatient imaging report turnaround time from 31 to 14 hours (55% improvement).
• Increased production of "road mix" from 160 to 305 yards per day (90% improvement), while reducing the cost from $19 to $15 per yard produced (21% cost reduction)..
• Reduced acquisition process from 50 to 22 days (78% improvement).
• Reduced revenue cycle from 10 to 3 days for charges to be posted (67% improvement); also reduced claims denials from 13.5% to 7% (48% improvement).
• Created $310,000 in annual savings in data set development process.
• Reduced contracts processing lead time from 1.5 weeks to 1.5 days (78% improvement).
• Reduced distance staff travels to process contracts at peak periods from 8.2 miles to 4.2 miles (51% improvement).
• Reduced complex purchase order processing lead time from 21 days to 8 days, freeing 3.6 FTEs/year (62% improvement).
• Reduced sales order amendment processing lead time from 33 days to 18 days (45% improvement).
• Reduced contract processing lead time from 9 months to 9 weeks (75% improvement).
• Reduced work-in-process from 270 units to 179 units.
• Reduced departmental square footage requirements from 2000 sq. ft to 750 sq. ft. (63% improvement)
• Reduced backlog from $7 million to less than $1 million (86% improvement).
• Reduced manufacturing time from 900 people-hours per unit to 400 hours per unit (56% improvement).