TPMG Clients

Case Studies

TPMG partners and employees have more than 180 years combined experience working with senior leaders, middle level managers and front line employees.   The following list is asample of organizations to which TPMG consultants have provided  services:

  • ADP     
  • HEB Groceries 
  • Pentec Health
  • Alcan Packaging              
  • Hewlett Packard       
  • Power & Water Corp of Austrailia
  • AT Kearney       
  • Honeywell Aerospace   
  • Infinity Property and Casualty Services
  • Rio Salado College
  • Bankers Trust  
  • Jabil Circuits      
  • Utah Navajo Health System
  • Rouge Valley Health System
  • Banner Healthcare 
  • Kemper Auto and Home
  • Salt River Project  Power
  • Logix Communications 
  • Tata Consultancy Services
  • Magic Valley St. Luke’s Medical Center
  • Telseon IP Services
  • Cisco Networks
  • Mayo Clinic   
  • Teva Pharmaceuticals
  • Coca-Cola    
  • Memorial Health System             
  1. Operational Excellence (OpEx) Case:  Supply Chain Acquisition Integration Improvement - Global High Technology Giant

Business Case

As part of a global high tech giant's inorganic growth strategy of expanding into new markets, entering new technologies and growing its customer base, the company was in the process of  acquiring 150 companies.  The average time to fully integrate the company's new aquisitions into its global supply chain took approximately 13 quarters.

Approach

Two of our consultants led a team of 20 company subject matter experts through successive General Electric (GE) type workout sessions.   The TPMG facilitated team analyzed the critical path to fully integrate a new aquisition and produced a current state analysis for the entire scope of the process.  Using a Failure Mode and Effects Analysis model (FMEA), they red flagged issues relating to sequential activities, interdependencies, touch-times, pain points, bottlenecks, data flow and technology.

Results

The team re-engineered and streamlined the acquisition integration process.  They created and implemented the future state  path to order-ability and supply chain readiness and producd a 38% cycle time improvement.  They  also created a suite of new key performance indicators and service level agreements for internal work streams and functions. 

  • Lean Six Sigma (LSS) Case:  Call Center Answer Call Rate - State Utility Company

Business Case

A regional state wide utility company needed to improve an 18% call abandonment rate and avoid a corporation commission $750k fine. 

Approach 

A TPMG consultant led a team of 5 company subject matter experts through the lean six sigma DMAIC methodology to investigate the potential root causes.   Using lean six sigma tools, the team conducted a thorough baseline analysis of efficiency, effectiveness and operational capability.   The team generated several linear and multiple regression analyses to identify the drivers to both average speed of answer (ASA) and answer call rates (ACR).  They isolated inbound calls by volume, by call type and by handling time and discovered the root cause(s) of their abandonment problem.   The team developed technology (IVR) and customer relations solutions that reduced certain call type volumes by more than 50%. They worked with call center representatives and developed call center procedure solutions that reduced call handling times by more than 30%.  

Result

Abandonment rate was improved and sustained at less than 5% for more than 3 years.  Call center efficiency was improved by 16,971 hours (8 full time equivalent employees) and produced an additional cost savings of more than $272,000.00 per year.

  • Strategy Case:  Competitive Landscape - Electronics Assembly Manufacturer

Business Case

A medium sized ($20M) electronics government sub contractor was having troulble with declining revenues and profit margins.   A TPMG consultant was contracted to conduct a complete situational analysis and provide the executive team with strategic options to grow and sustain revenues and profitabilty. 

Approach

The TPMG strategy consultant analyzed the sales, internal operations, cost of materials, and margins produced by the client's product line.  In addition, he analyzed the client's competitave land scape and industry structure.   He discovered a strategic shift in the industry.   This shift was primarly due to the fact that the client's top 5 competitors were recently aquired by larger firms.  The larger firms shifted their assembly operations to off shore low cost contract manufactures and begain dumping the top competitng product as a loss leader.  The larger competitors used this loss leader strategy as a competitive advantage to maintian valued relationships with government contractors.  As a result, the client's main product line, source of revenue and margins began to suffer from commoditization and became a generic products.

Result

The TPMG consultant recommended the client divest itself of the company's main product line.  They could no longer compete on price.   Secondly, the consultant recommended the company invest in products it produced through its own intellectual property.   Though units sold and revenue for those products were relatively low, the profit margins were almost 130% more than the other product lines.   In addition, there was no risk of those products being comoditized.   The consultant also recommmended the company establish a standard product development cycle where they can systematicly turnout product extensions and innovations not just for goverment contractors, but to also satisfy growing interest from comercial markets.  The company recovered and is now thriving.