Case Studies
Special requirements for GPS Fleet Management System
The situation: A contracting company wanted to reduce operating costs, improve maintenance visibility and reduce revenue leakage but were confused by the multiple sales pitches from competing companies.
Our contribution: We distilled the operator’s vision into set of clear benefits for the business and assisted with the calculation of the potential benefit (Return on Investment of the project). We then created a list of system requirements and managed the RFI process offered to those suppliers who we considered most likely to be able to fulfill the customers requirements. These four suppliers were shortlisted to two based on their responses and asked to present their solutions to the customer in person. Our documentation enabled the customer to retain focus on their own requirements, rather than getting sidetracked by the suppliers’ own agenda, and additional contract terms being agreed to protect the interests of the customer.
Key success: The customer was able to obtain Board approval based on a succinct and relevant business case and has formed a relationship with a system provider, comfortable that they are in control of the agenda.
Review of Maintenance Procedures
The situation: Our client was concerned about rapidly increasing maintenance costs, but without a transparent management process, felt powerless to effect meaningful change.
Our contribution: We spoke with maintenance staff at all levels, from senior managers to apprentice technicians, to determine the most efficient process to progress maintenance work. Our recommendations incorporated changes to the work flow and work documentation processes; clarification and amendments to existing roles and responsibilities; improved communications both internally and externally.
Key success: Reassigning responsibilities between existing staff requires a professional, sympathetic and diplomatic approach. Feedback at all levels was positive with staff enjoying the certainty as a result of the new found clarifications based on their own ideas and input.
Creation of Management Information
The situation: Our client required better management information from a key business unit.
We determined the information required by each manager and where that information could best be collected. We specified the information requirements and short-listed potential software suppliers. Following review by the project steering group, we managed the implementation of the software, supervised the user-acceptance testing and created operating procedures for users to ensure that information collection was standardised and timely.
Key success: Our ability to work with all levels of management and staff meant that everyone was kept informed of progress, understood their role and did not feel threatened by the change.
Reduction in damage claims managed
The situation: Our client was faced with spiralling costs as a result of claims being accepted in regard to goods which they had carried.
Our contribution: We reviewed the claims process and discovered that the quality of driver paperwork completion was a contributing factor to the claims being accepted. We encouraged the checking of driver paperwork and a re-education process for the repeat offenders. We then worked closely with the claims clerk to create a form which encouraged all details to be sought, recorded and stored to provide a comprehensive basis to accept or reject each claim.
Key success: Overall claims received were reduced and rework was significantly reduced if any claim decision was subsequently challenged by the customer.
Centralising the control of a national fleet from eight regional offices
The situation:Our client wanted to centralise their eight regional depots from which they provide a nationwide distribution service for non transferable cargo on a point to point collection and delivery basis.
Our contribution: We were asked to support the transition to the national office. We drew on the experience of the regional staff and the national manager to co-ordinate the writing of the job descriptions for new staff and to create standard operating procedures for order processing, communication and administration.
Key success: The new office opened with minimum disruption to service and delivered a 30% reduction in operating costs.
Introduction of a computer based scheduling system
Required detailed research to determine and record the logic underlying previous scheduling decisions and now enables the cost and operational implications of alternative solutions to be examined thoroughly prior to live implementation
Using computerised scheduling and GPS to facilitate continuous improvement
Comparison of planned activities to actual activities executed, gave complete operational visibility and facilitated effective management actions to significantly improve fleet utilisation and set new standards in customer service
Key Performance Indicators
Provided senior managers with an at-a-glance status report, the ability to reconcile business activities with specific goals and an opportunity to implement a self financing reward system.
