ABB
AG
ABB is the world leader in power and automation
technologies enabling its utility and industrial customers to improve
performance while lowering environmental impact. ABB AG Power Technologies
division combines deep knowledge of its customers' needs in utilities
and industry with a comprehensive portfolio of advanced products,
systems and services for power and heat generation, for power transmission
and distribution, for water and wastewater management and for gas
transport and distribution.
The Execution Problem
Throughput was 300 bays per year.
Execution Management Results
By managing execution, throughput increased to 430 bays per year. |
Action
Park
Action Park is a Spanish-based company
that designs and constructs leisure parks, such as theme parks,
animal reserves, waters parks and spas. Its teams of designers,
architects, and engineers have carried out over 200 installations
in 18 countries.
The Execution Problem
High variability in cycle time; average cycle time was 30 days.
Only 70% of design and construction projects came in on time.
Execution Management Results
With execution management, 100% of Action Park assignments are now
completed on time. Action Park has achieved a 50% reduction in cycle
time and 90% of design and construction are now completed on time.
By managing execution, Action Park has realized a 20% reduction
in cycle times, allowing it to complete projects in a much more
timely manner. |
Airgo
Networks
Airgo Networks is the pioneer and worldwide
leader in Multiple Input Multiple Output (MIMO) technology. A breakthrough
in wireless, MIMO has been adopted as the foundation for defining
the new IEEE 802.11n standard for next generation Wi-Fi®.
The Execution Problem
Cycle time from first silicon to production for first generation
was 19 months.
Execution Management Results
Cycle time from first silicon to production for second generation
was 8 months. |
Amper
Programas
Amper Programas' three lines of business
are Information and Communications Systems for the armed forces,
avionics, and radio navigation aids for aviation. Within these three
business lines, the Spanish high-tech company designs, integrates,
manufactures and maintains its own and third-party equipment and
systems. Amper Programas is a leader in its market.
The Execution Problem
On-time deliveries were too often late. The company was unsure of
how projects were proceeding and resource status was continually
obscured.
Execution Management Results
By managing execution, 50% of projects are on time, an increase
of 500%. Projects have visibility, clear priorities, and next peak
loads are identified in advance. By managing project execution,
due dates are now more realistic. |
Caser
Caser is an insurance company based in
Spain. Its software division is responsible for development and
implementation of IT applications to support its businesses. Over
150 Caser professionals, as well as multiple vendors and contractors,
work together on many concurrent initiatives to develop and implement
these applications.
The Execution Problem
Only 30% of projects were completed on time; average cycle time
of four months.
Execution Management Results
With execution management, 90% of projects are completed on time
with a 25% reduction in cycle time (from four to three months).
Manuel Blanco, managing director of the
software division describes, "Since business results depend
upon information systems and applications deployment, it is mission
critical for Caser that IT meets its target dates. I know the true
status of all my projects in minutes." Alvaro Valdes,
who manages the project-pipeline, adds: "We have improved
the performance of our project teams, and projects are under control.”
|
Celsa
Group
Celsa Group is a steel producer and comprises
of five parent companies, each integrated downstream with various
subsidiaries. The implementation was in the IT Department (internal
and external consultants) for developing new functionality and integrating
systems related to SAP projects.
The Execution Problem
Celsa Group could not exploit the benefits of SAP because of long
lead times and delayed projects. Management was difficult because
of many projects being done a year. Internal Clients like Logistics
and Manufacturing departments were unhappy as a result.
Execution Management Results
Within three months, throughput rate was up by 30%, the cycle time
of the projects reduced by 40%. More than 80% projects are now delivered
on time.
|
CIE
Automotive
CIE Automotive is an industrial group that
supplies components and subassemblies to the global automotive market,
with complementary technology. It is one of the leading European
automobile component groups, employing approximately 6,000 people.
The Execution Problem
With an average cycle time for tooling projects of six months, the
average cycle time for prototype projects was 22 days. Only 20%
of total projects were completed on time.
Execution Management Results
By managing project execution, 80% of tooling projects are completed
on time with a 33% reduction in cycle times. Prototype programs
now have 90% of their projects completed on time with a 27% reduction
in cycle time. By managing execution, CIE slashed cycle times and
boosted on-time project completion, enabling it to get new products
to market quickly and remain highly competitive in its industry. |
CNAT
(Central Nuclear Almaraz/Trillo)
CNAT is a leading Spanish producer of nuclear
power, with plants in Almaraz and Trillo.
The Execution Problem
Engineering projects related to upgrades did not finish on time
before the outages (RELOAD), resulting in losses production uptime
during the upgrade itself – and also unplanned outages leading
to further loss of production uptime.
Execution Management Results
Almost 90% projects are finishing on time, and engineering throughput
has increased by 25% in both plants.
|
Genencor
A wholly-owned subsidiary of Danisco, Genencor
is a diversified biotechnology company. Genencor discovers, develops,
and sells biocatalysts and other biochemicals for the industrial,
consumer, and agri-processing markets.
The Execution Problem
Only 20% of their projects were on time.
Execution Management Results
Managing execution, 87% projects are slated to complete on time,
with an approximately 15% immediate increase in throughput. |
Grupo
Pomar Commercial Installations
Grupo Pomar Commercial Facilities includes
five companies that provide carpentry, varnishing, metalworking,
masonry, electricity, painting, and other services to create retail
and commercial store physical infrastructures. Customers include
many of the best-known retailers in the world. Products are created
in house and with over 280 subcontractors.
The Execution Problem
Only 60% of the Spanish company’s projects were completed
on time, taking an average cycle time of four months.
Execution Management Results
With execution management, 99% of projects are now completed on
time, providing a terrific competitive advantage. By managing execution,
Grupo Pomar has reduced cycle times 25% to three months. |
eircom
eircom is the principal provider of fixed-line
telecommunications services in Ireland.
The Execution Problem
On-time delivery was less than 75%. Average cycle time was 70 days.
Execution Management Results
Increased on-time delivery to more than 98%. The average cycle time
dropped to 30 days. |
Elbit
Systems
Elbit Systems Ltd. of Israel is a premier
defense electronics supplier engaged in A&D programs throughout
the world. The company's mission statement is "to be a reliable
supplier, responsive to customer needs."
The Execution Problem
How to maintain on-time delivery and increase productivity in a
high-growth environment.
Execution Management Results
Due-date performance increased to 95%+, while the company grew three-fold.
Most importantly, as Guy Brill, a senior Elbit executive described
at the Aerospace & Defense Summit in Seattle in 2000 —
“[Execution Management] has provided a competitive advantage
in the market place.” |
Fuchosa
Fuchosa is an automotive supplier of brake
and safety components to almost every automotive company. Fuchosa
is based in Spain's Basque country.
The Execution Problem
Aggressive due dates, shared resources across projects, uncertainties
of projects, late changes to specifications, delayed supplies, excessive
employee multitasking. Previously, fewer than 50% of projects finished
on time.
Execution Management Results
Fuchosa is delivering more projects, on time and with lower costs.
Previously, fewer than 50% of projects finished on time; with execution
management, Fuchosa finished 53 projects, with 43 finishing on time
or early. Softer benefits reported by managers include “better
control over operations: forward visibility has allowed managers
to be on top of execution, and take actions proactively.” |
Gestion
Proyectos Balear Group
A construction services company providing
engineering, project management, security and health coordination
at building sites.
The Execution Problem
Long project lead times and lack of control, especially in the engineering
work.
Execution Management Results
After two months of implementation, all business lines have execution
is under control. Task priorities are clear and project lead times
have been reduced by 15%. |
JAE
JAE of Spain is a major automotive sealing
system parts supplier.
The Execution Problem
With 50% of projects completed on time and the average cycle time
taking six months, JAE needed to cut production time and consistently
meet promised product delivery dates.
Execution Management Results
By managing execution, 45 projects were completed in the first year
– with 90% of them on time. JAE reduced cycle times by 50
percent, resulting in a 50% increase in projects completed year
over year. |
LSI
Logic
Headquartered in Milpitas, California,
LSI Logic is a leading designer and manufacturer of communications,
consumer and storage semiconductors for applications that access,
interconnect and store data, voice and video.
The Execution Problem
Late deliveries in library development group.
Execution Management Results
LSI Logic described the benefits of adopting this "beautifully
simple concept" at a Management Roundtable Conference—over
90% of projects in the library development group now finish within
2 weeks of planned dates. Improvements in library development have
caused improvements throughout the development design chain. |
Lucent
Technologies
Lucent is a leading infrastructure equipment
provider in the telecom industry. Its Convergence Solutions Division
provides the backbone (hardware, software) that enables all types
of data and voice communication — wireless, Internet, fixed
line and others.
The Execution Problem
Over 4000 engineers work on 400+ projects spread over multiple countries—and
are shared across projects. Resource contentions and uncertainties
spun projects out of control. Before execution management, Lucent
Convergence Solutions Division delivered 55% of projects on time.
Execution Management Results
Now, managing execution, Lucent delivers over 90% of projects on
time, within budget, without compromising scope. Cycle times are
10 to 25% shorter while throughput per person is 45% higher. Lucent
has been able to do this despite a reduction in head count. |
Marketing
Architects
Marketing Architects
is a national leader in direct response radio advertising. Their
innovative programs deliver bottom-line results for both direct
marketers and radio station affiliates. Direct response advertisers
benefit from their unique strategies, low rates, results-driven
creative and turnkey telemarketing services.
They have helped thousands
of radio stations become more profitable. Now they are focusing
on how radio changes the way it generates revenue and how it interacts
with listeners. New revolutionary products must be rushed out to
market in order to achieve this goal.
The Execution Problem
Resource conflicts and after-the-fact visibility into project delays
caused sub optimal realization of several key developments.
Execution Management Results
By managing execution, 80% of projects are now completed on time
and planning stabilized. OHL now manages more than 500 projects
around the world with a dramatic increase in projects completed
on time.By following priorities set by Concerto, and by acting on
its advance warning reports, resource and time efficiency have improved.
Resource reports have been very helpful in identifying and preventing
bottlenecks. On target to meet a 100% jump in throughput in the
first year. |
OHL
OHL is one of the biggest construction
and services groups in Spain, with a track record of over 90 years
in Spain and abroad, where it is established in sixteen countries
on four different continents.
The Execution Problem
The company was constantly re-planning. Hence, only 10% of projects
were completed on time.
Execution Management Results
By managing execution, 80% of projects are now completed on time
and planning stabilized. OHL now manages more than 500 projects
around the world with a dramatic increase in projects completed
on time. |
Oregon
Freeze Dry
Oregon Freeze Dry (OFD), Inc. is the largest
freeze-drying company in the US with its three Oregon plants representing
about 70% of North American Capacity. Its subsidiaries include Commercial
Freeze Dry (UK's largest freeze dryer) and Danish Freeze Dry A/S
in Denmark.
The Execution Problem
Only 72 sales projects were being completed per year.
Execution Management Results
By managing execution, 171 sales projects are now completed each
year, with a 52% increase in throughput dollars. Managing execution
also resulted in an unbelievable increase in throughput. |
| Rapid
Solutions Group
Rapid Solutions Group is a leading provider
of personalized customer communications producing more than 1 billion
documents per year. Rapid Solutions Group provides a wide range
of products and services that support and streamline personalized
customer communications. Technologies used include variable digital
print-on-demand, offset and Internet-based solutions to ensure that
their clients’ communications are attractive and meaningful
to each and every specific recipient.
The Execution Problem
A major constraint in bringing this new business on-line is their
initial “development” process of getting new clients
jobs prepared to print. They had excess production capacity and
would be able to increase revenues if projects were on time and
timelines were shorter.
Execution Management Results
Lead times were reduced by 25% and on time delivery improved by
30%. |
Rex
Roto
Rex Roto, headquartered in Fowlerville,
Mich., is one of the largest manufacturers of custom engineered
high temperature ceramic fiber components and systems for application
temperatures up to 3000°F.
The Execution Problem
Poor on time delivery, high rework and long lead times in the engineering
phase.
Execution Management Results
Managing execution produced a 50% reduction in rework manufacturing;
on-time delivery is 85+% for engineering, and close to 95% for final
manufactured product; and a 10 to 20% reduction in planned cycle
times with a 30% reduction in actual cycle times. Jim Schweinsburg
explains: "[Execution Management] has brought us discipline.
It also gave us the ability to be more proactive.” |
The
Skye Group
The Skye Group is a successful Australian
company whose activities include the management of the design, manufacturing,
distribution and in certain instances the retailing of a number
of high-profile household apparel brands including OshKosh and Pierre
Cardin.
The Execution Problem
Product ranges were late to market.
Execution Management Results
Managing execution, lead times and sampling costs in the Design
studio were reduced by approximately 30% within months. Skye reduced
the number of designers from five full-timers to two full-timers
and one part-timer, while increasing the number of ranges by 30%.
There is now 100% due date performance. Philip Zylstra: “The
impact has been dramatic. It has made managing the whole area a
lot better and a lot easier! …. now everyone knows what is
meant to be done when, so designers work on what is most important,
not what they like doing. We can see straight away if things are
running off-track, long before they turn into disasters.” |
| TECNOBIT
Based in Valdepeñas, Spain, TECNOBIT
designs, develops, manufactures and sells as well as maintain industrial
electronics system and defense equipment.
TECNOBIT's main focus is on design engineering
and hardware/software development. They also integrate and test
high quality electronic systems and equipments.
The Execution Problem
Lack of synchronization between design, manufacturing and testing
caused project delays.
Execution Management Results
The priorities are clear. The lead time in design is 30% shorter
and every plant is working on its corresponding project. |
| TINSA
TINSA Real Estate Appraisals Ltd is one
of the most prominent real estate appraisal companies in Spain,
both for the number of assessments they carry out and the technology
they employ.
TINSA's main services include appraisal
of various kinds of property, such as housing, plots, offices, warehouses,
garages, hotels, shopping centers and farms.
The Execution Problem
Tasks priorities were not clear, resource utilization was poor within
the IT Department, and the number of completed projects was very
low.
Execution Management Results
Throughput increased by 20%. |
Pearl
Harbor Naval Shipyard
Pearl Harbor Naval Shipyard is Hawaii's
regional maintenance center for the U.S. Navy. Its primary mission
is to provide regional maintenance, at the depot and intermediate
levels, to keep the surface ships and submarines of the U.S. Navy
"Fit to Fight."
The Execution Problem
The job completion rate was 94%. On-time delivery was less than
60%, and the cost per job was $5,043.
Execution Management Results
Job completion rate increased to 98%, and on-time delivery increased
to over 95%. The per-job cost was reduced to $3,355, an impressive
33% reduction. Manning also dropped by 25%, and overtime was reduced
by 49%, a $9 million savings in the first year. Cmdr. Kent Kettell,
assistant operations officer for FMB, explains: "It's a
change in the way we execute and plan work. It minimizes chaos and
firefighting. The biggest change for mechanics is less multi-tasking." |
Hewlett-Packard
Hewlett-Packard’s Digital Camera
product development group markets a portfolio of digital cameras.
While the organization had doubled in size within two years, the
number of cameras introduced had actually declined.
The Execution Problem
Six cameras were launched in 2004. One camera launched in the spring
window. One out of six cameras were launched on time.
Execution Management Results
Managing execution, HP more than doubled the number of cameras introduced,
hit its narrow market windows of opportunity on time and decreased
R&D spending by over 25 percent. Their go-live took six weeks.
The group launched 15 cameras in 2005, all on time, with 25% lower
R&D expenses. Seven cameras launched in the spring window. Those
were the hard benefits. Soft benefits included having fewer starts
and stops. They were able to deliver cameras earlier with no last
minute scrambling, significantly improving team morale. |
DaimlerChrysler
DaimlerChrysler is one of the world’s
major automotive producers, with a product portfolio that ranges
from small cars to sports cars and luxury sedans; and from versatile
vans to heavy duty trucks or comfortable coaches. DaimlerChrysler’s
global workforce totals 384,723 employees.
The Execution Problem
Cycle time for prototype builds was 10 weeks.
Execution Management Results
Managing execution, DaimlerChrysler cut prototypes from ten weeks
to eight weeks and reaped a 10% decrease in overtime charges. Delivery
date performance increased by 83% with much less firefighting. |
Medtronic
Medtronic is the world leader in medical
technology, providing lifelong solutions for people with chronic
diseases. Founded in 1949 and headquartered in Minneapolis, Medtronic
employs more than 28,000 people and serves physicians, clinicians
and patients in more than 120 countries.
The Execution Problem
One software release every 6-9 months. Predictability was poor on
device programs.
Execution Management Results
Managing execution, Medtronic increased new product development
ROI. There is now one software release every two months, and substantial
improvement in delivering device programs on time. Kevin Ley, Engineering
Manager at Medtronic, reports: "Culturally, we needed to
let go of the milestones/task-based objectives. We can (now) see
possible project delays several weeks before they impact a project.
In the past, if the schedule looked like it was slipping, it would
have gone unnoticed." |
| Hamilton
Beach/Proctor-Silex
Hamilton Beach/Proctor-Silex, Inc. is the
country’s number one distributor of small kitchen appliances,
selling over 35 million appliances every year.
The Execution Problem
Increasing pressure to do more projects with the same resources
to stay competitive.
Execution Management Results
By managing execution, Hamilton Beach/Proctor-Silex increased throughput
from 34 to 52 new products introduced in the first year and to 70-plus
products introduced in the second year with no increase in headcount.
On-time projects increased from 74 to 88 percent. Paul Blankenship,
Director-Product Engineering for Hamilton Beach/Proctor-Silex, notes:
“We needed shorter development cycles. Within 60 days,
we went live with 40 projects, all major projects, no derivatives.
Today, we run 150 projects. Our managers now manage because they
have the resources that they can check themselves.”
|
URSSA,
S.COOP.
A steel construction company engaged in
basic engineering, production engineering and integral project management
for different business sectors such as industrial, public works
and equipment goods. They supply, manufacture, perform surface treatment
for erection of various kinds of steel structures, from the simplest
to the most elaborate.
The Execution Problem
Not being able to effectively control very large projects. It was
difficult to achieve synchronization between production areas, causing
cost and schedule overruns.
Execution Management Results
Priorities and project status are clear. Execution is under control
and resources are being used effectively. Budgets and schedules
are being met. |
US
Marine Corps Logistics Base
The Marine Corps Logistics Command is comprised
of three major bases located in Georgia, California and Florida.
The bases provide supplies and support to Marines around the globe.
The U.S. Marine Corps Logistics Base in Barstow repairs and maintains
vehicles for Marine forces west of the Mississippi, the Far East
and Asia.
The Execution Problem
Repair cycle times (RCT) were too long. The MK48 RCT was 168 days.
The RCT for LAV25s was 180 days. The RCT for MK14s was 152 days
and the RCT for LAVAT was 180 days.
Execution Management Results
RCT for MK48s was slashed to 82 days; 124 days for LAV25s; 59 days
for MK14s; and to 122 days for LAVAT. |
US
Naval Aviation Depot, Cherry Point
The Naval Air Depot, Cherry Point, N.C.,
provides extensive maintenance and engineering support to Navy and
Marine Corps aviation, as well as other armed services, federal
agencies and foreign governments.
The Execution Problem
The average turnaround time for H-46 aircraft was 225 days. The
average turnaround time for H-53 aircraft was 310 days; throughput
was 23 per year.
Execution Management Results
Systematically managing execution has reduced turnaround time for
H-46 aircraft to 167 days, a 25% reduction achieved despite an increasing
scope of work. For H-53 aircraft, turnaround time was reduced to
180 days, a 41% reduction. Throughput improved dramatically, to
46 aircraft per year. Overall, the depot experienced a 70% reduction
in backshop backlog. |
US
Air Force Operational Test & Evaluation Center
The Air Force Operational Test and Evaluation
Center (AFOTEC), located at Kirtland Air Force Base, N.M., is a
direct reporting unit under Headquarters United States Air Force.
It is the Air Force independent test agency responsible for testing,
under operationally realistic conditions, new systems being developed
for Air Force and multi-service use.
The Execution Problem
Only 18 projects were delivered in a six-month period. On-time delivery
was unknown because due-dates were constantly moved out.
Execution Management Results
Twenty-six projects were completed in six months. By managing execution,
75% of projects are now completed when originally promised and cycle
times were reduced 30%. |
US
Air Force Warner Robins Air Logistics Center
Robins Air Force Base in Robins, Georgia
is the home of Warner Robins Air Logistics Center. It is the largest
industrial complex in Georgia, employing a work force of over 25,584
civilian, contractor, and military members.
The Execution Problem
The base’s C5 production line’s turnaround time was
240 days, with thirteen aircraft in the repair cycle (and out of
combat use).
Execution Management Results
By managing execution, the turnaround time was shortened to 160
days, with seven aircraft in the repair cycle (six additional aircrafts
returned for combat). |
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