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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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| Government Organisation |
Aligned teams to deliver purpose in a complex multi-level organisation. |
£40 million savings p.a. identified. |
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| Strategic Health Authority |
Aligned specialist surgical services with patient needs and developed collaborative clinical networks. |
Reduced delays in treatment for patients and improved quality of care through improved cross-hospital working. |
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| Hospital Maternity Department |
Aligned specialist staff to theatres. |
Identified opportunity to improve continuity of care for mothers and annual saving of £200K. |
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| Household Product Supply Chain |
Aligned forecasting with manufacturing, and logistics to purpose. Delegation to the right level brought motivation. |
Reduced warehouses from over 10 to 2, focused on key areas of customer service – saved £10 million. |
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| Automotive Components' Manufacturer |
Restored order by a 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 1300.
Efficiency 85% to 100.4%.
Stock accuracy unknown to 98.5%. |
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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. |
Helped the Trust ensure that immediate financial savings and efficiency improvements of about £1.5m could be implemented sustainably. |
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