Show & Tell
The proof is in the pudding … and our case studies.
Out of Time: The Auditors Cometh
PROBLEM: During a safety audit a manufacturing client had received poor marks on their risk assessment quality. With the audit team returning soon, the client needed to demonstrate improved proficiency in risk assessment, as well as identify the performance deficits of the risk assessment process.
SOLUTION
We developed a Performance Assessment to measure the quality of risk assessments created at the plant. The Performance Assessment was also used to train a team of assessors to monitor the process. Data collection processes were developed to measure risk assessment quality and identify system defects and leading indicators for potential high risk situations.
We developed a Performance Assessment to measure the quality of risk assessments created at the plant. The Performance Assessment was also used to train a team of assessors to monitor the process. Data collection processes were developed to measure risk assessment quality and identify system defects and leading indicators for potential high risk situations.
RESULTS
The Performance Assessment, using success criteria of a good risk assessment, allowed the internal project manager to see how well risk assessments were completed on 85 different dimensions. The deficits identified were specific and allowed for targeted, monitored remediation.
The Performance Assessment, using success criteria of a good risk assessment, allowed the internal project manager to see how well risk assessments were completed on 85 different dimensions. The deficits identified were specific and allowed for targeted, monitored remediation.
BY THE NUMBERS
In two months the client reviewed 1200 risk assessments created by 100+ risk assessors in 25 different areas of the plant. The data allowed the plant to identify deficits in the process which were previously not measurable. The follow-up audit of the plant praised the changes made to the risk assessment process.
In two months the client reviewed 1200 risk assessments created by 100+ risk assessors in 25 different areas of the plant. The data allowed the plant to identify deficits in the process which were previously not measurable. The follow-up audit of the plant praised the changes made to the risk assessment process.
Is it really worth 5 million?
PROBLEM: A client from a Fortune 100 company needed to demonstrate that on-the-job performance increased after engineers were sent to the internal technical training school.
SOLUTION
An Impact Assessment was designed to measure retention of facts immediately after the training as well as the change in on-the-job performance several months after the training.
An Impact Assessment was designed to measure retention of facts immediately after the training as well as the change in on-the-job performance several months after the training.
RESULTS
Managers received individualized reports showing the performance gain demonstrated by the engineers. All assessment results were paired with suggested ways the manager could easily remediate the engineer.
Managers received individualized reports showing the performance gain demonstrated by the engineers. All assessment results were paired with suggested ways the manager could easily remediate the engineer.
BY THE NUMBERS
The technical training school was a $5 million investment for the company. The Impact Analysis performance data allowed the project manager to document the performance change, show ROI and address areas that were not performing to specifications.
The technical training school was a $5 million investment for the company. The Impact Analysis performance data allowed the project manager to document the performance change, show ROI and address areas that were not performing to specifications.
Sure it can sing and dance … but does anybody use it?
PROBLEM: A client from a Fortune 100 company was responsible for a software platform that was consistently underperforming. The client needed to understand the users’ perceptions about the program and the services provided by the technical team to justify reinvestment.
SOLUTION
A Customer Voice Assessment was developed to measure the users’ reaction to the software platform. The assessment used quantitative and qualitative methods to collect data. Online surveys were created for eight different user groups; interviews with users form each group were conducted to get detailed, qualitative feedback.
A Customer Voice Assessment was developed to measure the users’ reaction to the software platform. The assessment used quantitative and qualitative methods to collect data. Online surveys were created for eight different user groups; interviews with users form each group were conducted to get detailed, qualitative feedback.
RESULTS
The quantitative results demonstrated the strengths and weaknesses of the platform while the qualitative results helped the client understand the reasons things were not working to expectations. The overall report showed trends on how well the product addressed current business challenges, the product’s ease of use and the satisfaction level of customer service.
The quantitative results demonstrated the strengths and weaknesses of the platform while the qualitative results helped the client understand the reasons things were not working to expectations. The overall report showed trends on how well the product addressed current business challenges, the product’s ease of use and the satisfaction level of customer service.
BY THE NUMBERS
Over $ 47 million was invested in the software platform over five years. The performance data allowed the new project manager to demonstrate an understanding of the current issues and prioritize areas requiring change.
Over $ 47 million was invested in the software platform over five years. The performance data allowed the new project manager to demonstrate an understanding of the current issues and prioritize areas requiring change.
Do they really need to know THAT?
PROBLEM: A technical manager of a global manufacturing company believed there was a competency gap among the new hires. In order to make the case to develop training, the manager needed to demonstrate the extent of the gap and how to remediate.
SOLUTION
A Needs Assessment was conducted to confirm the competency gap. Using the competency profile for the position, a mixed methods data collection process was used to obtain a holistic view of the problem. A business case analysis was also conducted to determine the effects of the gap on the business.
A Needs Assessment was conducted to confirm the competency gap. Using the competency profile for the position, a mixed methods data collection process was used to obtain a holistic view of the problem. A business case analysis was also conducted to determine the effects of the gap on the business.
RESULTS
The results of the needs assessment showed three competency gaps. The business case analysis found that two of the three gaps resulted in business losses totaling several million dollars. Based on this data, a plan was developed to close the two competency gaps.
The results of the needs assessment showed three competency gaps. The business case analysis found that two of the three gaps resulted in business losses totaling several million dollars. Based on this data, a plan was developed to close the two competency gaps.
BY THE NUMBERS
The average cost of an error based on the missing competencies was $2 million. Business priorities have placed the development of a new program in a TBD category.
The average cost of an error based on the missing competencies was $2 million. Business priorities have placed the development of a new program in a TBD category.
Do we ALL understand how this process works?
PROBLEM: A client managing a technical consulting group must demonstrate that her group can support geographically diverse customers who want to implement a new software program to optimize work processes.
SOLUTION
A Performance Assessment was developed by working with the client to determine key criteria for successful implementation. These criteria were transformed into a quantitative assessment that allowed the client to evaluate her customers’ systems and local environments.
A Performance Assessment was developed by working with the client to determine key criteria for successful implementation. These criteria were transformed into a quantitative assessment that allowed the client to evaluate her customers’ systems and local environments.
RESULTS
The assessment gave both the client and her customers a common language for discussing successful implementation. Using the results of the performance assessment, the client was able to make fact-based decisions as to how her customers could implement the new software into their system.
The assessment gave both the client and her customers a common language for discussing successful implementation. Using the results of the performance assessment, the client was able to make fact-based decisions as to how her customers could implement the new software into their system.
BY THE NUMBERS
The client collected data on four different sites. The results of the data were used to change the way the client rolled out new software. The client used 46 criteria for successful implementation to improve the quality of recommendations her team gave to their customers.
The client collected data on four different sites. The results of the data were used to change the way the client rolled out new software. The client used 46 criteria for successful implementation to improve the quality of recommendations her team gave to their customers.
