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.
Planned shutdown shaves seven days from schedule
Challenge
A premier steel long products manufacturer and metals distributor actively seeks ways to maintain its strong market position and fulfill demand for product. While planned shutdowns produced satisfactory results at its steel mills, the company was determined to do better. By reducing the length of time of an upcoming shut, a key steel mill could meet urgent demand for product. However this challenge would be complicated by changes in personnel—a new planning team under the leadership of a new shutdown coordinator.
Result
The shutdown was completed safely, on budget, and within the allocated 12 days, which was seven days faster than earlier shutdowns. The accelerated schedule was met with no lost time or medical treatment injuries. Opportunities for improvements are in place to further improve future shutdowns. The experience set new standards for the shutdown team and shutdown management. Feedback from the regional management teams was that this was the best shutdown execution they had observed across the business.
Planned Maintenance Shutdown Is Ahead of Schedule and Under Budget
Challenge
Cement production starts with mining limestone, crushing it into meal, and then converting it at high temperatures into clinker, the intermediate product for making cement. Cement Australia produces half of its clinker at its Gladstone plant. Each year, necessary maintenance is performed during a major plant shutdown. If the shutdown runs over the budgeted timeframe, it has a significant financial impact on the business. Capacity is constrained and the plant cannot service the market.
Result
The teamwork and planning paid off. Performance dramatically improved against the previous year and beat all KPI targets. The shutdown exceeded expectations, coming in 4.5 days ahead of schedule and a half million dollars under budget. Based on this success, there is a confidence that there will be new successes in future shutdowns.
Growth Must Come From New Products
Challenge
When a gas fittings company analyzed the best opportunities for growth, new product development (NPD) was the clear choice. But the increased importance of NPD would require more consistent success from new products and a clear vision of how to achieve it.
Result
Implementation is underway. A focused portfolio of projects is moving through a well-defined pipeline and work is on track to develop the new products needed for continued growth. Early indicators of NPD future success include: projects that don’t meet established criteria have been cancelled or postponed, project managers have improved their project skills through training and coaching, people working in projects understand their roles and responsibilities.
Customer Support as Competitive Advantage
Challenge
Building on a wealth of experience and a pronounced service culture, Siemens A&D SIM ATIC products support group sought ways to optimize this competitive advantage with improvements in key areas.
Result
All objectives were met as Resolve’s comprehensive, systematic problem management improved both the speed and quality of issue resolution. As the program was rolled out, customer satisfaction grew and remained at an all-time high and backlog declined precipitously, resulting in fewer, critical customer situations and “emergency rescue” activities.
Critical Thinking is a Powerful Key to a New Plant’s Success
Challenge
When the plant was first built, some customers were skeptical of its capabilities. The engineering and managerial work force, while well-grounded in theoretical education, hard work, and a tremendous willingness to learn, came from a top-down oriented society that was reluctant to express ideas or suggestions. A primary challenge for Corning management was to convince this excellent workforce that it was their job to have opinions.
Result
Results have been both subtle and dramatic. Expressing opinions is now viewed as acceptable, even when the boss is in the room. Working on cross-functional teams is no longer a foreign concept. Potential Problem Analysis has helped the new facility install equipment seamlessly. Situation Appraisal helps work stay on course while minimizing conflict and interdepartmental problems. Examples of successful use of process, use of process by senior staff, coaching, and rewards have helped to embed critical thinking skills and encourage their usage. Defect rates at a key customer are 20 times lower than before the factory supplied their parts. Based on their benchmarking, Corning Shanghai rates better than or competitive with all of its competitors and has broken records for ratings against key measures.
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