Clients Expect Results!

Three Dimensional coaches organizations – on-site, by your side, at your company – doing classroom education, one-on-one coaching, and working with your teams to make durable improvements that deliver lasting results.

Situation – A $40M four-plant maker of wiring harnesses and custom molded products for the office equipment, lighting, and medical equipment industries needed to improve beyond their already outstanding customer service metrics. Many products were made-to-stock, and raw material inventories were ordered, “just-in-case.”

Results–

• Monthly Sales & Operations planning (SOP) chaired by the President, and semi-monthly Demand Reviews. Monthly SOP performance consistently above 90% for each of Sales, Production Planning, and Finished Goods Inventories categories.
• Orderly and flexible factory schedule change process.
• Almost all production is now make-to-order.

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Situation – A $100M home improvement retail supplier with a record of large inventories, long lead times, and poor service needed flexibility.

Results –

• Finished goods inventory investment reduced 50%.
• Lead times sliced for Product development 66%, Order-entry to Delivery 50%.
• Manufacturing cycle time reduced more than 90%.
• Decreased the number of suppliers 45%, and total material costs 15%.

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Situation – an insurance organization was struggling with five different health products that were competing against each other, generating losses, and creating a high degree of policyholder/member discontent while premiums were increasing 20 - 45% a year and benefits were being reduced.

Results –

• Created and implemented a strategy that standardized the plans throughout the six states.
• Stopped the losses, restored benefits and kept premium increases below the industry average for the next five years.
• Significant increase in health insurance sales and a dramatically improved customer satisfaction.

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Situation – a $1B financial services company was experiencing annual increases in their operating expenses of 10%.

Results –

• Completed a comprehensive review of administrative processes.
• Quantified and qualified all disconnects and misalignments.
• Realigned processes eliminated unnecessary procedures and created new connections.
• Reduced operating expenses by $14,000,000 per year without reducing services while increasing customer satisfaction.

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Situation – a $250M division of a Fortune 500 supplier of home and office products needed to tap the potential of its people when rapid expansion left Senior Management too busy for daily details.

Results –

• Business simplification and problem solving process earned one team “Best in North America.”
• Virtually all teams realized waste reductions of 50% or more.
• Management estimated annual savings of $1 million after only two months.
• Added a completely new line of business, reduced inventories $100K, and shortened order-to-delivery lead-times by 66%

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Situation – a $700M health insurance company was having very little success entering the HMOs and PPOs markets. Their ventures produced erratic services, huge loses, and irate customers.

Results–

• Implemented a strategy that clarified the company’s goals and markets. Identify the skills and expertise needed to be successful in the alternative delivery markets.
• Increased the Alternative Delivery Systems membership from 30,000 to 240,000.
• Reduced the administrative expenses of the systems from 24% to 11% of premium, or $6,700,000.
• Established a utilization review business unit.
• Achieved profitability in the second quarter

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Situation - a group of investors wanted to establish a national medical services review firm.

Results–

• Obtained contracts for the firm’s services from ten companies such as McDonnell Douglas, May Corporation, Emerson Electronics, General Dynamics, Anheuser Busch resulting in an initial enrollment of over 143,000 participants.
• Firm achieved profitability in the first 18 months.

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Situation – A $160M OEM tier one automotive supplier reported losses of $2 million. Complex scheduling and business processes among the eight plants created significant communication and logistics situations.

Results–

• Established new business processes, performance measurement.
• Formalize communication and problem solving process.
• Ford’s Q-1 Rating restored.
• The Company’s loss turned into 10% profits.

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Situation – a $350M life insurance company was experiencing declining sales in life insurance products.

Results–

• Create an accelerated benefit rider for the life products.
• Saw an immediate 5% increase in life insurance sales and improved retention.

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Situation – a $300M property casualty company was struggling to understand their customers.

Results–

• Created and implemented a market segmentation strategy identifying customers, needs, and purchase preferences.
• Information used to increase customer retention, reduce advertising budget by 22%, increase brand awareness by 7%, reduce sales cost by 20% and increase sales by 7%.

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Situation – A $75M multi-plant heating and refrigeration industry components manufacturer merged seven plant databases into one company database. Confusion, misunderstandings, and fire fighting were the norm.

Results–

• Plants and teams forged a partnership with Corporate IT – process thinking shifted the emphasis from “who” to “how.”
• Operating people accepted responsibility for database accuracy.
• Inventory accuracy increased from 66% to 98%.
• Accuracy for Item Masters, Bills of Material and Routings increased from 72% to 99%.

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