These are actual examples of the measurable efficiency gains, costs reductions and revenue enhancements achieved through the program. A typical class of 14 participants identifies 40-50 executable ideas, with approximately half of those being implemented in the coming 3-6 months. The following are descriptions of just three of these ideas:
Revenue Increase
Annual increase in revenue: $82,000.
Outcomes: Efficiency Gain, Cost Reduction and Revenue Enhancement.
A front-line manage at a world-renowned, five star five diamond spa realized that the under-utilization of one of the massage rooms was creating over-usage of the other rooms, reduced guest booking times, and unnecessary staff and customer problems. In addition to low daily customer satisfaction scores, estimated lost revenues calculated at over $118,000 annually.
 Through the program, she created a plan to remodel the room for multi-purpose use, estimating renovations and start-up costs at approximately $9,000. Revenue increases would start accruing immediately after the remodel and within 3 months be on target for $82,000 annual gain. This project was immediately accepted and scheduled.
Efficiency Gain
Annual gain in efficiency: $248,000.
Outcomes: High Efficiency Gain and Dramatic Cost Reduction.
A GM of a #1 in the world, leading food brand gets the impetus needed to handle, once and for all, a significant, two year lingering staff productivity problem.
Within a two and a half weeks, he met with key stakeholders and staff to set the new performance expectations. Upon implementation, the estimated quarterly savings of $62,000.
Cost Saving
Annual cost savings: $260,000-$300,000.
Outcomes: Greatly Enhanced Relationships and Team Morale leading to System Improvement and significant Efficiency Gain, and Cost Reduction. Immediate and sustained drop in conflict of 60%.
Over the course of two years, three shift supervisors, each from different yet interdependent units, watched as management styles and personal preferences took precedent over quality and morale. Among the staffs, worsening shift handoffs lead to chronic equipment breakage and downtime --often to the tune of $35,000 a day --sky-rocketing costs, and increased bickering and conflict. The VP and General Manager were ready to intervene more drastically if something didn't quickly happen.
Over the course of four weeks, three supervisors met several times for about two hours each. They decided to immediately tackle this challenge together. Their efforts resulted in the:
Implementation of new unit and inter-unit agreements for expected professional treatment of each other. This included a new venue for handling disputes among staff as well as with and among management.
Improvements to the process for maintaining key equipment and for managing the staff responsible for its use. Within the first week, the new processes were updated and integrated across the units.
|
