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Infinity Management Consulting Group

Infinity Management Consulting Group






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    Infinity Management Consulting Group Infinity Management Consulting Group Presentation Transcript

    • Infinity Management Consulting GroupImproved Performance DELIVERED by Implementing Solutions that Leverage how the key elements of an Organization work together 20 California Street 7th Floor, San Francisco, CA 94111 415-503-3964
    • IMCG– Who We AreInfinity Management Consulting Group (IMCG) is a management consulting firm offering partnership-based consulting services to organizations of all sizes. IMCG was founded in 2004 by senior managers withmore than 80 collective years of experience helping Clients improve productivity, service, quality and cycletimes. Personal involvement by the partners and senior managers, as well as, lower up-front costs makeIMCG ideal for Clients overlooked or under-served by large consulting firms. The IMCG Advantage – IMCG partners with clients’ managers to help them develop and implementbusiness and management process improvements that deliver MEASURABLE bottom-line results. Weguarantee that the identified improvements will equal the client’s investment or the difference will berefunded. – Partner with Front-Line Managers – IMCG recognizes that managers have many valuable ideas but minimal time to analyze, implement and validate them. We actively promote managerial involvement, ensuring their buy-in to maximize results for the organization. – Project Flexibility – IMCG provides flexibility to structure projects that make sense and avoid an “all or nothing” approach. This gives the client control over project size, scope and fees while still achieving significant benefits. – Implementation – Implementation is critical to project success. Every client has unique implementation issues and available skills. IMCG provides a wide range of implementation support options that allow the client to pay for only those services they require while maximizing improvements.
    • IMCG – The Process• Operational Overview – Low up front investment – Typically takes 2 – 6 weeks – Low Key & Non-Invasive – At Department and/or Functional Level – Engage Staff, Supervisors & Management for feedback – Develop Business Case for going Forward• Detailed Solution Development – Design Improved Business & Management Processes – Develop appropriate Tools and Methods to manage the work – Refine Service / Quality Benchmarks – Provide a proposal for Strategic and Tactical Implementation Strategies with Front-line Managers• Implementation & Presentation – Work side-by-side with Supervisors and Managers – Plan – Assign – Follow-up – Test & Validate New Processes & Tools – Supervisors & Managers present Implemented Results that are Measurable and Sustainable to Executives – Supervisors and Managers take Ownership of the Ongoing Process
    • IMCG Presentation Quotes Upon completion of each Project, Supervisors and Managers present their results and accomplishments to the Executive Team. Throughout our process they take ownership of the ongoing organizational, cultural, process and management changes that have not only been identified but also implemented and validated. Below are a few comments made during their presentations;– “I know that I really should spend more time planning and assigning my work” – Department Manager– “I don’t think we do a good job of communicating, not only with the staff but thought-out the organization” – Operations Supervisor– “Some time ago we developed some standards and passed them on to upstairs, but I’m not sure what happen to them” – Crew Lead– “I really don’t have time to get out into the field, maybe once every other month” – Department Manager– “I’m not sure how many jobs we do, for those things you need to ask Deb” – Crew Lead– “We keep track of everything on a spreadsheet, we have lots of them” – Operations Supervisor– As a result of IMCG, I now approach Job scheduling differently, “Instead of only Planning on a weekly basis, we now Plan Daily & Weekly.” – Facilities Superintendent– “IMCG Management Tools are a tangible measuring stick….. Its reminds me to continuously ‘raise the bar’ and track pending work.” – District Manager– In using the Daily Planners [there was] “daily collaboration and discussion with the Production Superintendent about priorities and staff availability.” – Operations Manager– “By utilizing my Phone Schedule throughout the day and freeing up staff, I’m able to get more work completed and backlog has gone down.” – CSR Supervisor– “IMCG’s engagement resulted in Improved Communication & Processes and I’m more hands on now” – CSR Manager
    • A detailed Observation Summary for a Field Ride on January 25 th. This Observation breaks out the time observed into; Prep (AM) andPost (PM) work, Actual Time working on an Activity, Travel Time and Breaks and Lunches. The time recorded is start and stop time with the Summary reflecting total crew time.
    • The top linear bar represents by time of day the Observed Time actually performing work on the assigned JOB. The bottom bar is whatwas reported on the time ticket for that crew on the JOB. In this case while the crew reported 8.0 Hours working on that JOB, the actual time was somewhat less, 3.0 Hours
    • Summary of the Field Ride Observations identified that on average 47% (Work Activities) of observed time was spent on JOB activities or on average 3.8 Hours per individual.
    • The Chart below shows a Variance of 53% between Four Staff members all processing the same types of Invoices. Management Tools need to be developed and assignment processes and reasonable expediencies implemented.
    • The first blue stack represents the Total Average for all reported Meter Reads, the second blue stack represents the average reported rate per hour for the Cycle read. The green stack represents the Observed Time for the Cycle read or an 59% Variance.
    • From individual Time Sheets an Average Time Per Day spent on Help Tickets varies between 12.7 minutes to 196.2 minutes per day. Based on Supervisors estimate that each Staff is spending on average 60 minutes per day, we see both a potential workload imbalance and a possible misunderstanding of actual work activities being performed in the Department by the Supervisors
    • From individual Departmental Records, Staff A & B reported on average between 34 – 36 Claims entered per hour. DuringObservations the same individuals on average completed 64 Claims entered per hour or a 88% Variance. No expectances were given the individual Staff during the assignment process.
    • A random sampling of Service Orders completed, the yellow bars represents as reported the time to complete each Activity (travelincluded). The blue bars represents from Observations the actual time to complete each Activity resulting in an overall variance of 158%.
    • During the Interview process imcg began to develop an understanding of the workload by individual Design TECH. Below we identified the workload by; JOB’s Pending, JOB’s Workable and JOB’s in Operations (In the Field)
    • On average Weekly Required Hours by category identifies a number of areas of concern i.e.; Chief Engineer amount of time being allocated in meeting and the lack of time for Staff interaction.
    • From the JOBS Completed / Closed spreadsheet we are able to identify the number of assigned design JOBS by individual and time period. Using this and the average required time as stated on the previous chart we can record on average the hours required bymonth to complete the assign design JOB. Also, utilizing the previous chart and other department spreadsheets and information from the interview process, we are able to assign the required time by activity as seen below.
    • Overall, on average as seen in the previous studies, as stated below; 19% of time is expended on Design Work, 20% on Service Orders, 17% reported under their personal number, 10% allocated to other and another 10% to ABS/VAC, thus leaving a 24% Opportunity.
    • Developed from Activity Lists, Volume Documentation and Observations, we are able to complete a detailed Activity Summary byindividual staff or position outlining the required Hours needed on average per week to complete all identified Activities. As showed below there is a workload imbalance.
    • Developed from Activity Lists, Volume Documentation and Observations, we are able to complete a detailed Activity Summary byPosition outlining the required Hours needed on average per week to complete all identified Activities. As showed below overall, there is a 20% opportunity to introduce additional work into the Department.
    • Workload imbalance exists between Staff A, C, D and B. Activities need to be reallocated among all Staff to balance workload.
    • Red bar represents the total number of Field Orders entered. The following green bars represents the total number of Field Orders entered during Implementation or a 471% Variance.
    • Working in partnership with Supervisors and Staff we develop Management Tools and change in Culture to substantially improve Customer Service level.
    • Weekly Capacity Utilization for a Construction Unit. Baseline based on staffing and Activity allocation at the beginning of the Project. Current represent staffing changes and work reassignments.
    • This Management Report Card is based on Observations and Interviews with all levels of the management team. It is not a reflections on the individual manager, but on the tools, processes and information available to them to manage within the day.
    • For more information about Infinity Management Consulting Group please visit us at our Web Site @ www.infinitymcg.com or contact;• Mark E Spencer, Sr. Vice-President markspencer@infinitymcg.com Cell 313-689-9767