IQity Solutions specializes in business transformation services that deliver the highest level of value to an enterprise through the alignment of business objectives with the latest technology enabled business process management (BPM) services.
If you are looking for information or options regarding reformulating your supply chain strategy, or executing creative solutions to your enterprise opportunities or wanting to launch a campaign to boost earnings through substantial infrastructure cost improvement then let us help you to unlock the hidden value in your business.
Selected Success Stories
Problem: Continued late deliveries due to extended cycle times and poor shop floor control techniques at an $850M aerospace component supplier caused order cancellations and a loss of revenue.
Action: Enhanced the capacity planning, work order release and decision support processes and systems.
Result: A 90% decrease in delinquent orders, and productivity, inventory and quality improvements worth more than $4.5M annually.
Problem: An engineering design and prototype supplier to the big three Detroit automakers sought to improve its competitive position.
Action: Enhanced planning techniques from quotation through fabrication, improved management decision support systems, improved internal and external customer-supplier relationships, and increased coordination and communication between individuals and departments.
Result: Saved $5.5M through improved budget attainment and shortened cycle-times in engineering and manufacturing.
Problem: Manufacturing capacity and throughput at a composites manufacturer were unable to keep pace with customer demand.
Action: Implemented SMED techniques reducing change-over times 75% while increasing machine uptime and availability to over 97% through the implementation of TPM.
Result: Produced a $16M return on investment.
Problem: A manufacturer and retailer of household consumer products suffered from excessive inventories and lost sales due to out-of-stock items.
Action: Incorporated configuration management methodologies with the product development and marketing processes and systems, enhanced the offshore supply management strategy.
Result: Realized a $3M financial improvement.
Problem: A segment of a $5B defense supplier suffered from poor visibility on program status and steadily increasing engineering costs.
Action: Redesigned business processes, increased management spans of control and enhanced decision support systems.
Result: A restructured organization with streamlined business processes saved over $7.5M annually.
Problem: Financial losses mounted in the fresh meat division of the world’s largest protein company due to a downturn in the cattle cycle coupled with a collapse in international beef markets.
Action: Examined the manufacturing strategy and implemented immediate changes to stem the losses, developed a plant consolidation program that matched capacity with demand and instituted numerous operational improvement programs.
Result: Reduced costs and boosted efficiencies while maintaining compliance with FDA product quality standards; annualized savings reached $125 million.
Problem: An untenable economic situation at the world’s second largest postal service arose from declining mail volumes combined with skyrocketing costs from a legacy work force.
Action: Developed a mail processing plant strategy extending out to the year 2020, identified $2 billion in capital investment justifications, and instituted an enterprise productivity management system and roll-out strategy.
Result: Immediately lowered the cost infrastructure and protected the profitability of the organization; targeted $250 million in annualized savings.
Problem: A lack of manufacturing flexibility at one of the Nation’s largest heating, ventilation and air conditioning manufacturers impeded responsiveness to changing market demands.
Action: Implemented an advance Lean Manufacturing concept called “Focused Factories” to develop mini-factories within a factory to create flexible and properly balanced business processes.
Result: Improved service by 30%, reduced working capital by 35% and improved profitability by more than 15%.
Problem: A Fortune 500 multi-national corporation desired to implement a multi-year lean manufacturing and continuous improvement program in their Industrial Division.
Action: Initiated a pilot engagement in each business unit and developed a roll-out strategy for the enterprise, developed and implemented a lean manufacturing strategy.
Result: 35 dedicated resources trained on the principles of lean with an annualized rate of savings exceeding $50 million over a 3 year period.
Problem: An off-shore finance company with 20,000 employees sought to streamline Human Resource processes and prioritize services and cost savings initiatives.
Action: Benchmarked organization structure, span of control, headcount and labor related costs against U.S. finance companies of similar size. Develpoed a business case for proposed design, prioritized implementation roadmap, and implemented a change management strategy.
Result: Staffing related savings were $4 million per year.
Problem: Due to the company’s rapid growth, management needed to identify the challenges facing Human Resources, assess the performance of the HR department, and align the HR strategy and structure with overall business objectives.
Action: Evaluated HR program service quality and applied activity-based costing models across all processes creating performance based value benchmarks.
Results: A redefined HR strategy was developed supported by a prioritized implementation plan and business case for each initiative. The identified savings opportunities exceeded $1,500,000 per year.
Problem: Administered in four separate locations by both internal and external resources, a Blue Cross/Blue Shield healthcare provider sought to understand the the impact of process alternatives on Short Term Disability (STD) program customer demand, resources, costs, and service quality before implementing any changes.
Action: Using a digital mapping architecture, analyzed all disability processes across four different sites in 30 days. Developed process maps populated with key performance metrics and data and reorganized the department structure and work loads.
Results: Identified and implemented process improvements exceeded $250,000 with improved employee morale and job satisfaction.
Problem: Increasing (global) price competition made it necessary to evaluate the cost/benefit trade-offs of outsourcing Human Resource and Finance operations.
Action: Analyzed internal headcounts, administration, labor, facility and technology costs from outsourcing Payroll, HRIS, Talent Acquisition and Benefits to a single provider for the U.S., Canada and Europe.
Result: Developed and presented a business case & outsourcing implementation plan balancing cost savings opportunities with potential service issues. Cost savings exceeded $10,000,000 per year.
Problem: The company wanted to assess if outsourcing benefits administration and delivery would reduce costs and improve service delivery.
Action: Managed the Request for Proposal (RFP) process including: developing and distributing the RFP, evaluating vendor responses, building the business case and facilitating the team to a consensus recommendation.
Result: Improved service delivery and reduced costs in excess of $2,000,000 per year.
Problem: A fortune 500 company’s decision to insource or outsource the administration and delivery of benefits and certain Human Resource programs hinged on the credibility of projected store cost reductions and improvements in employee satisfaction.
Action: Structured a rapid assessment plan to evaluate potential providers and capture the internal costs for the current and future state alternatives; compiled a comprehensive business case to support the recommendation.
Result: The project was completed on budget within eight weeks. Store headcount reductions were realized in part through the implementation and adminstration of a self-service benefit program.
Problem: Out of contorl outsourcing provider costs and service performance levels required an immediate review.
Action: Analyzed the current provider’s fees, developed performance metrics as well as reporting standardsand & developed a system for overall performance monitoring.
Result: A steady improvement in service levels combined with decreased costs amounted to over $500,000in the first year.
Problem: Excessive backlogs and lower than planned productivity levels eroded throughput and return on capital investment at one of the Nation’s leading crude oil and petrochemical refiners.
Action: Increased coordination and communication between maintenance and operations through the institution of a computerized maintenance management system and disciplined business process management system.
Result: Reduced production time lost to unscheduled maintenance, lowered production backlogs by 14%, and improved productivity by 27% yielding $3.8M in annual savings.