Client Success
Stories
We Do,
Stories Speak
Client success stories provide insights into how Kepner-Tregoe consulting and training services resulted in measurable improvements in targeted KPIs.
Client success stories are organized by industry, but many are relevant across industries because they illustrate dramatic results based on the application of analytic thinking to the problems, plans and decisions made by individuals and teams in our increasingly digitized and changing business environment.
Financial Services
Challenge
A U.S. money center bank experienced a recurring system failure that interrupted their international monetary exchange cycle. The Kepner-Tregoe Situation Appraisal process was used to focus discussion between two software development groups at a regional financial services company based in the eastern U.S. The groups were required to coordinate new software releases for the company’s retail bank, but they were unable to reach an accord.
Result
Using the Kepner-Tregoe Situation Appraisal process, the groups were able to clarify and prioritize major concerns for top management attention and decision making and came to a consensus on a roll-out process, next steps, and responsibilities. Kepner-Tregoe Project Management processes were used, over a six week period, to develop the project plan for the merger of the check cashing and loan operations of two major U.S. commercial banks.
A Sound Decision Saves $1.3 Million
Challenge
In just five years, Ricoh Corporation doubled in size by acquiring five companies with offices throughout the U.S., Canada, and Latin America. Along with growth came an army of insurance providers, brokers, and overlapping insurance plans. Kepner-Tregoe was asked to lead a risk management study team charged with streamlining the overlapping plans. Since mergers and acquisitions can mean layoffs and shifts in the power structure of organizations, the company recognized that people on the team might be reluctant to talk freely and objectively. Team members also had existing relationships and priorities that could make change difficult.
Result
The two brokers built programs of superior coverage with savings of $1.3 million in the first year and $300,000 in the second. In addition, the team negotiated a $79,000 reduction in broker costs by converting to fixed compensation—an opportunity that had surfaced during the SA. By using analytic processes and involving the right people at the right time, the team dramatically surpassed anticipated savings. In fact, Ray calculated that for Ricoh to earn the cash equivalent of what the team saved, based on the company’s consolidation net income after tax, the company would have had to generate $125 million in revenue.
Global IT Team For Oil & Gas Company Achieves ZERO Severity 1 Incidents
Challenge
While this IT desktop support team reached beyond the status quo to reach record performance levels, there is always room for improvement! While the Desktop Scorecard indicated that the support team was performing well, there were issues in the incident-handling processes that impeded higher performance. The team needed an improved approach to analyze incidents with rational thinking, resolve issues faster, increase user base satisfaction, and carry the organization into the future.
Result
Following the analysis phase, Kepner-Tregoe and the oil & gas company collaborated on a global Rapid Process Integration Plan (RPI) comprised of four pillars. It wasn’t long before the results of the plan began to surface. Within three months, the team achieved 0 Severity 1 incidents—an achievement never before reached in desktop service! The team reported that the RPI plan significantly reduced incident rates, improved productivity, decreased loss time and exceeded customer satisfaction levels.
Shutdown Excellence: 111 Projects in Two Weeks Instead of Three
Challenge
Thomson Tube Operations (now Videocon) was manufacturing six million tubes a year at its plant in Poland. Each summer, production shut down for several weeks allowing capital investment projects and deep maintenance to be performed. During this period, process changes, modifications, and additions, as well as maintenance activities were executed. Ramping up to full production capacity after shutdown was a slow process with quality issues. The organization recognized an opportunity to reduce the quality issues and costs of the annual shut by improving planning processes.
Result
Working with KT, Project Leaders improved project management and successfully accelerated the return to full production over the previous year. The structured, project approach to the shutdown had immediate benefits. Planning eliminated schedule conflicts that would have caused delays. During implementation, schedules were tightly managed. When projects slipped or contractors struggled to perform, immediate actions were taken to bring them back on track. Rapid decision-making based on good information, sustained project momentum. When problems arose, they were dealt with swiftly.
Global Telecommunications Company Achieves Four Times its Improvement Goal Using Troubleshooting Simulation
Challenge
This European subsidiary of a global telecom provider has communication networks and partner networks worldwide providing telecommunications and IT services to corporate clients in 150 countries. The decision was made to switch IT operations from being out-sourced to in-sourced with the interest of improving service for their enormous and expanding customer base. They needed a structure to manage large monthly volumes of customer issues including an average of 7,500 incidents and 150+ problem tickets. As part of this same initiative, they also added an operations center in India as well as a service desk in Romania.
Result
Engagement with KT was successful due to the capability to implement a methodology and training program that would both overcome cultural differences, and minimize or eliminate the typical decline in service quality when opening new application operations in other countries. A multi-level instructor-led training program including classroom sessions, simulation training with ongoing coaching to deeply embed needed troubleshooting skills. To maximize the sustainability of the solution, Kepner-Tregoe educated instructors who would deliver the training program to new employees during future expansion of IT services globally.
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