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Benefits Achieved
These are real benefits from whole systems organisation development projects which Tricordant directors have been personally involved with, both prior and since founding the company.
Projects usually deliver an initial 10% - 30% improvement in key measures and set the organisation on the path of continuing phased benefits. Payback periods have been in the order of 2 -5 months.
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| Training Services and Facilities Management Company
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Rapid improvement project lasting 6 weeks to review the operations of 1,500 staff across four major military establishments, culminating in an intense 3 day workshop. |
A more empowered whole work team structure. Organisational savings over the remaining life of the contract worth £3,500,000. |
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| Pharmaceuticals' Manufacturer |
Restored whole systems' balance for 700 staff across all organisational levels.
| Initial savings of £1 million p.a. even before efficiency, quality and service benefits started to emerge. |
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| Automotive Components' Manufacturer |
2,500 employees. Restored order by disciplined production control system. Aligned targets for each whole work team. Kaizen site-wide. Inspirational programme site-wide. |
Profitability: 4% to 17%.
Customer quality: defects 200ppm to 18ppm.
Delivery error: 10% to 0.16%.
Kaizen ideas per month: 800 to 1,300.
Efficiency: 85% to 100.4%.
Stock accuracy: unknown to 98.5%. |
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| Energy Utility Service Centre |
A whole systems organisation redesign of their pre-pay energy retail services. 200 staff across 3 locations. |
Customer debt reductions achieved by the new organisation of £6 million over 6 months.
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| Government Organisation |
10,000 people across 26 regional sites. Clarified purpose for people and aligned responsibility with the means to deliver. |
£40 million savings p.a. identified. |
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| Large Acute Hospital |
A strategic review of operating theatres led to the implementation of collaborative management processes across surgery, anaesthetics and theatres. |
Immediate financial savings and efficiency improvements of about £1.5m could be implemented sustainably. |
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“We needed a rapid way to do a thorough review of our Wheelchair Service, ensuring it became a lean, effective ‘whole system’. The approach got people working together to make real changes. We came up with a business plan confirming the need for new premises, taking eventually c.£50,000 of cost out per year, all whilst implementing a better ‘one-stop-shop’ service for our wheelchair users. A real win-win all round!”
John Schooling, Associate Director of Clinical Services, Tameside and Glossop PCT.
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