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.
Yanfeng Automotive Interiors Delivers 3000% Return On Investment
A competitive business environment challenges Yanfeng Automotive Interiors to deliver superior products for the world’s leading automakers. Automotive interiors components and systems must be manufactured to exacting standards to ensure safety and durability. When the expectations for quality are this high, there is no time for production issues. Yanfeng Automotive Interiors’ ultimate goal is for all 33,000 of its employees at 114 global locations in 20 countries to complete training in KT’s PSDM program.
Claiming a ROI of 3,000% from the KT PSDM program may seem an exaggeration, but the program and the numbers are straightforward. As of October 2017, 85 of the 130+ Yanfeng personnel who had completed the PSDM course during the year had submitted their projects and had been certified. It is expected that 90% of the total to be certified by the end of the year. Over 130 tracked-and closed projects had generated a per-project average of $10,000 and some had a return of as much as $50,000.
Automotive Manufacturers and Suppliers
Learn how critical thinking skill development is used globally for swiftly resolving complex issues across the automotive industry. Case studies from ADAC Plastics, Corning Environmental Technologies, Honda Motor Company and Honda Motorcycles, each show successful outcomes using Kepner-Tregoe methodologies for different challenges experienced in the automotive industry, plus proactively managed critical issues.
KT continues to strengthen management capability, speed problem solving, and improve efficiency in achieving objectives. At one plant, introduction of KT processes to achieve and sustain quality standards for “fit and finish” issues improved manufacturing efficiency and reduced defects. Effective solutions have Increased market share and set new records for customer satisfaction and safety.
Improving Performance by Thinking Differently
In the aerospace industry quality expectations are extremely high and clients demand first time right. Seeking to prevent problems and resolve issues at high speed, Fokker’s Driving Quality program turned to KT-method. To address non-conformities, Fokker wanted to increase their issue resolution maturity. This meant improving the quality and completeness of information about problems, accelerate root cause analysis and involve the right people at the right time.
Success has been measured in a drastic reduction in non-conformities which is saving millions of euros yearly. • Significant decrease in spin-off costs of approximately 4.5 million euro • Non-Conformity (NC) reduction of up to 70% in 3 years in specific departments • Production more streamlined • Structural tackling of (underlying) causes of problems, rather than the symptoms
Collaborative, Customer-Focused, Efficient, Proactive—Organization Transformed and Over $2.5M Saved
BAE Electronic Solutions (ES) in Manassas, Virginia—leverages its know-how in the selection, acquisition, development, and application of electronics technology to meet the needs of defense, aerospace, and national and homeland security customers. ES was using multiple troubleshooting approaches with inconsistent, time-consuming results and clients were noticing
In 18 months, BAE Manassas documented 68 applications with the 10 largest yielding over $2 million in savings. Positive cultural changes came from increased interaction among the technical team, improved productivity, and better morale. Customer quality assurance audits reported marked improvements in BAE’s ability to troubleshoot issues quickly.
An Abbreviated Use of Problem Analysis
Apollo XIII was on its way to the moon. Fifty-four hours and fifty-two minutes into the mission—205,000 miles from earth—and all was well. Then John L. Swigert, Jr., duty commander at the time, reported: “Houston, we’ve got a problem here…. We’ve had a Main Buss B undervolt.” This was an insider’s way of saying that electrical voltage on the second of two power generating systems had fallen off and a warning light had appeared. A moment later the power came up again. Swigert reported: “The voltage is looking good. And we had a pretty large bang associated with the caution and warning there.” Three minutes later, as the dimensions of the problem became clearer, he reported: “Yeah, we got a Main Buss A undervolt too….It’s reading about 25½. Main B is reading zip right now.”
In the NASA incident, the presence of a systematic approach enabled a team of people to work together as a single unit, even though they were separated from the deviation by nearly a quarter of a million miles. For the NASA Houston engineers, this cause was difficult to accept.
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