OpEx
A TBM Consulting Group Publication
Review
June 2013 | Issue 3
Turning Strategy into Reality
How Three Companies Implemented a New Management System that Transformed Their Businesses By Richard Holland
The traditional approach to executing strategic plans is ineffective. Progress is slow and uncertain because there’s little connection between the strategy and everyday business priorities. There is a better way.
Business leaders constantly struggle to balance longterm strategies with nearterm execution. Somewhere between quarterly revenue forecasts and monthly budget gaps, between the operating plan and production report, the long-term strategy gets lost in the day-to-day fray of running the business. There is one primary reason why most companies fail to
achieve their strategic goals. It’s not because they don’t have a viable strategy, or that they’ve failed to communicate it. It’s because the strategy doesn’t connect to what managers focus on, how their performance is measured, and what the business actually does every day. The fact is most companies don’t have a process—or there’s a weak or largely
ignored process—for pushing strategic execution down deeply enough into the business and the daily work of employees for it to be realized. Today’s agile, matrix organizations require a new way of managing, a new “management system,” that clearly aligns the business strategy to everyday execution. (continued on page 3)
Also in this issue: 2| Leading Thoughts: Rethinking Management Systems 6| Growth: Latent Idea Now Leads Market 10| Non-Profits: Preventing HIV in Newborns 12| Services: SavATree CEO Drives Growth www.tbmcg.com
Leading Thoughts
A Business Journal for Leaders Who Embrace Operational Excellence June 2013 | Issue 3
Publisher: Anand Sharma: asharma@tbmcg.com Executive Editor: Angela Scenna: ascenna@tbmcg.com Associate Editors: David Drickhamer Jon Katz Tonya Vinas Contributors: Ashwin Badve Jonathan Chong David Hillbrook Richard Holland Mike Latuga David Pate Gary Rascoe Art Direction and Design: Crossbow Group
Building a New Management Paradigm from the Ground Up The tendency of typical managers, when they first erect an SQDC or other type of performance board in their areas, is to stand up and start talking about how things are going and where improvements are needed. As the clients whom we’ve advised know, that’s not how the boards should be used. The purpose of the boards is for the team to use them to brief the manager on how the work is going, the problems that have arisen, and the steps that they’ve taken to address those problems. That fundamental role reversal—which can be implemented in every function and at every level of an organization—can have an amazing impact on a business over time. It transforms the job of the manager from being the person in charge who tells everyone what to do, to being a support person and coach. From being a talker to a listener. Instead of making all of the decisions, they ask questions and teach people to follow a solid thought process that leads to good decisions. This is how real employee empowerment takes root. Speed and sustainment are the primary benefits of this management approach, which is central to the TBM Management System spotlighted in this issue of OpEx. When managers and work teams stand together in front of a performance board on a daily basis, everyone that’s needed to resolve any cross-functional issues or remove obstacles is there. It doesn’t take days of back-and-forth phone calls and emails to find and implement solutions. Daily reviews are critical to sustaining progress because management’s ongoing presence helps make sure that redesigned processes remain in place and in control, and continue to operate at a higher level. After all, the only way that your organization can move forward is to sustain the gains that you make. Enjoy reading this issue, and keep up the good work!
crossbowgroup.com Printing: Carter Printing & Graphics, Inc. carterprintingnc.com
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Richard Holland is Vice President and Managing Director of TBM Europe. He can be reached at rholland@tbmcg.com, +44 077 1732 1481.
(continued from page 1)
What Is a Management System? A management system is the “integrated set of processes and tools that a company uses to develop its strategy, translate it into operational actions, and monitor and improve the effectiveness of both.”1 The management system described in this article pulls
together some familiar practices—setting strategic direction, cascading goals, prioritizing initiatives, and establishing key performance indicators—and some less widespread management responsibilities—restructuring everyday leadership behavior and creating a problem-solving culture.
System Drives Daily Execution COMPANY
Genzyme
The Waterford, Ireland-based operation. Sanofi acquired the Boston-based company in 2011.
Makes drugs for rare genetic diseases, kidney disease.
Alstom Transport
The U.K. subsidiary of Alstom S.A., headquartered in Paris.
Manufactures trains and rail infrastructure, and provides maintenance and parts management services.
Carlisle Companies Inc. Headquartered in Charlotte, N.C.
A diversified global manufacturer with five major business units.
1
Challenge
Goals
Results
In 2008, Waterford’s Leadership team recognized that the business was operating in a potentially unsustainable manner from a cost perspective. The site required transformation into a sustainable and competitive operation through radical performance improvement.
Reduce operating costs by 70% • By doubling output • Without hiring any additional people • By leveraging increasing volumes with a flat headcount
To date: • 66% productivity improvement from 2009 to 2012 • Portfolio expansion through the manufacture of a major new product on site as a direct result of radical performance improvement allowing use of existing footprint and headcount
In 2006, maintenance issues on a new fleet of Pendolino high-speed tilting trains operated by Virgin Trains caused the company to miss the availability targets in its contracts.
The immediate goal: • Improve train availability
ithin three years: W • Dramatic increase in train availability • Virgin Trains renewed its maintenance contract ahead of the service contract renewal.
Although the performance of the company as a whole was exceeding the S&P 500 index, every division and facility had a different method of tracking how they were doing. The new CEO thought they could be performing much better, and decided the company needed a consistent management system.
Five company-wide financial goals: Set by the Carlisle executive team before the full effect of the 2008-2009 Recession • $5 billion in sales (up from $3 billion) • 15% operating margins • 30% global sales • 15% working capital as a percent of sales • 15% return on invested capital
"Mastering the Management System," Harvard Business Review, Jan., 2008
The long term goal: • Grow revenues by 20% per year without increasing headcount
To date: • Train availability increased from 36 to 47 trains per day • Doubled productivity 2009: • Profitability higher than the previous year on 23% less revenue 2012: • 12% sales increase over the previous year to $3.6 billion • 54% EBITDA increase to $424 million • $90 million documented in hard savings from its operational improvement efforts ver the past 12 months: O • American manufacturing operations are now cost competitive so Carlisle closed three factories in China and moved production back to the United States
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(continued from page 3)
How Daily Management Reviews Drive Business Improvement
Current state
Increase process stability
Improve performance
Raise the bar
Source: Genzyme
Implementing this approach requires a fully engaged and committed leadership team, and a willingness to change how managers go about their work. But as these three clients and others will attest (See box, page 3), it can dramatically accelerate progress and make it possible for a company to achieve its strategic goals faster and realize them more fully.
monthly and weekly basis. This maintains focus and allows enough leeway—well before quarterly financial reports are finalized—for corrective actions if any project or area starts to fall behind.
Making Strategy an Obsession
In addition to disciplined monthly and weekly reviews, visitors to companies using the TBM management system will find large bulletin boards and other visual performance indicators scattered throughout the factory, offices and other work areas. The boards display current performance and targets by the hour, shift and day, including safety, quality, delivery and cost, plus any other key performance measures. Genzyme, for example, also tracks productivity.
First, the management team translates three- and five-year strategic objectives into annual goals, identifies specific projects that will contribute in measurable ways to those goals, assigns responsibility for those projects, and defines key performance metrics at every level of the business. Next, making progress toward the strategic objectives must become a borderline obsession for senior managers. Almost every presentation and every meeting should include some conversation about the objectives. Alstom Transport, for example, set up a “war room” at its headquarters in Manchester, England, where they posted the company’s goals and the toplevel KPIs showing current progress toward those goals. To keep the strategic goals front and center, they initially held every senior management and union meeting in the room. Carlisle Companies printed its strategic goals on the cover of its annual report. For years CEO David Roberts has talked about them in every presentation he makes. “We work toward the same five strategic goals every year. They never change…. Consistency is important. You can’t keep changing the goals because if you do, your employees would have no idea what our overall vision is for the company,” he says. Once the strategic objectives become an obsession for business leaders, the next challenge is to make them an almost equal obsession for everyone else by reviewing progress on a 4 | OpEx Review | June 2013 | www.tbmcg.com
Accelerating Problem-Solving
Employees discuss information conveyed on the Supervisor Accountability Board, which is a visual tool used as part of company’s Management System.
The boards serve as focal points for daily walkthroughs by management team members. When used correctly, the discussions around these boards focus on current problems, what needs to be done, and who’s responsible for making sure it happens. The purpose isn’t to assign blame. By addressing issues where and when they arise, it dramatically accelerates both the information-reporting cycle and the problem-resolution cycle. Standardizing the oversight elements of the job makes it possible for managers to spend less time fighting fires, and more time focusing on projects that will move the organization forward. Because of the required changes in management thought processes and behavior, it takes time to implement the daily reviews. Carlisle has defined three maturity levels. Each level represents a higher level of sophistication. After a particular set of practices has been widely adopted, managers know what they need to work on next to make the approach even more effective. Everyone Becomes a Problem Solver Over time—as managers learn what questions to ask and how to ask them so that they motivate people—this daily management ritual flips the traditional hierarchy upside down. Instead of the leader being the one who always evaluates options and makes decisions, he or she first listens and then coaches the team to figure out solutions and make appropriate decisions on their own.
In effect, management’s job becomes to train people to follow good problem-solving practices. Following this approach, problem-solving tools such as root cause analysis, Ishikawa (fishbone) diagrams, A3s, and the like are introduced when and as needed to solve specific problems. By embedding a disciplined management system to manage both daily work and longer-term strategic initiatives, businesses of all types can improve business performance, sustain their progress, and realize their strategic goals.
Richard Holland, VP and Managing Director of TBM Europe, has helped to develop and introduce the TBM Management System to global clients that are achieving sustainable performance as a result.
OpEx Review | June 2013 | www.tbmcg.com | 5
Growth Strategy
Dead
Back from the
A Forgotten Product Becomes a Profitable Market Leader How Franklin Electric’s Design for LeanSigma ‘experiment’ became a successful growth strategy.
For several years, managers in the Americas Water Systems Group (AWSG) at Indiana-based Franklin Electric considered selling a configurable jet pump that could be used to replace a previously installed pump. But uncertainty regarding market demand for the product stalled the project. While corporate revenues approached $1 billion, AWSG managers recognized opportunities for additional growth by improving the product-development process—from concept to market launch. In 2008, Franklin embarked on a mission to strengthen the product-development process by implementing Design for LeanSigma (DLS). The program turned the once-dead project—Convertible VersaJet—into a market success and earned the support of company CEO R. Scott Trumbull, who then approved the DLS process for use companywide.
By Jonathan Katz
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Today, DLS is a key competitive strategic practice for the company. Franklin Electric now has a global product-development committee responsible for oversight of all products as they move from concept to market launch. “In a down market, we’re still taking volume from our competitors, and the main reason for that is our ability to be very innovative and introduce new products,” says Mike Pope, Franklin Electric’s Director of Global Continuous Improvement. Reviving a ‘Dead Product’ Before Franklin’s AWSG implemented the DLS process, managers had their own way of approaching product development, and anecdotal information often played a significant role. Though managers had good insights into their markets, they did not possess the tools to test their ideas and validate them with solid market research. The company needed a unified, consistent approach that would not only produce measurable results, but also could be scaled and repeated. Pope had already worked with the DLS concepts prior to joining Franklin Electric and thought it could work for his group. He sought the help of TBM to deploy the program.
process. Management review of each idea ensures that the product meets certain marketability criteria before moving on to the next phase. AWSG first applied the tollgate process to its Convertible VersaJet pump. Franklin Electric selected Convertible VersaJet as its DLS training experiment because the company didn’t consider it a critical project and wanted to use it to learn the DLS process. Initially, AWSG managers didn’t think there would be much demand for the product, but after conducting voice-of-customer (VOC) reviews, they discovered a market need for configurable pumps.
DLS is a five-phase approach that begins with a marketfeasibility analysis. One of the keys to DLS is the tollgate
(continued on page 8)
“ We had a previous convertible jet, but it wasn’t big at all. But this one allows us to replace competitor pumps, so it has opened up that market for us.” — Mike Pope Director of Continuous Improvement, Franklin Electric Co.
OpEx Review | June 2013 | www.tbmcg.com | 7
Growth Strategy
“ The CEO is big on new product development because he knows you only grow two ways: one is organically, and the other is through acquisitions.” — Mike Pope Director of Continuous Improvement, Franklin Electric Co.
(continued from page 7)
“What the DLS model shows is that if you go out and talk to a number of customers in various markets and understand their needs, you can come back and develop the product around those needs,” says Pope, who at the time served as the division’s product manager and corporate kaizen promotional officer. After the VOC reviews, the company began a brainstorming session with a cross-functional group that included marketing, sales, engineering, manufacturing, and purchasing representatives. “The methodology requires you to use a cross-functional team to own the project right from the beginning, starting with understanding customer needs, understanding the design customization, and manufacturability of the design before it becomes final design,” says Ashwin Badve, the TBM Senior Management Consultant who led the initial DLS implementation.
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With DLS, Pope explains, once the product enters the engineering phase, purchasing managers can offer input into the material construction, while the manufacturing team provides feedback on the product’s manufacturability. “That’s where we had the breakthrough, during the brainstorming process,” Pope recalls. An engineer identified a way to make a base pump with configurable options that would fit many competitors’ components. The unique design allows customers to select interchangeable mounting brackets or face plates that match the existing plumbing for the pump. This created a costeffective option for end customers who can replace a pump without investing in compatible components, such as hoses and electrical connections. It also reduced inventory for Franklin Electric distributors because they would have to carry only the pump and not all the connections, Pope says. More importantly, the Convertible VersaJet made Franklin Electric a player in the replacement-pump market.
“We had a previous convertible jet, but it wasn’t big at all,” Pope says. “But this one allows us to replace competitor pumps, so it has opened up that market for us.” Design for LeanSigma at the Executive Level The company launched the Convertible VersaJet pump in 2010. After its success, Trumbull asked Pope to implement DLS across the company and installed him as director of continuous improvement to oversee the effort. Trumbull was impressed with the division’s ability to identify a market opportunity for a once-dead product idea and another product the team put on hold because of technology constraints, Pope says. Trumbull is now involved in the DLS process as a member of the company’s product-development committee. Executives from other companies are taking note, as well. A Franklin Electric board member decided to implement DLS at his company after witnessing its success at Franklin, according to Badve.
because he knows you only grow two ways: one is organically, and the other is through acquisitions,” Pope says. Franklin Electric has been growing through acquisitions, including the 2012 purchases of a majority stake in Pioneer Pump Holdings Inc. and Cerus Industrial Inc. While the company expects DLS to open new opportunities, it also helps them filter out products with low market potential. Through the tollgate process, the product-development team also “kills” ideas that don’t demonstrate a strong business case. “Killing an idea is not a bad thing, but doing it too late in the game can be a bad thing,” Badve says. “Having that tollgate review structure ensures the management team is engaged in the process, so you get true alignment at all levels of the organization.”
Design for LeanSigma as a Growth Strategy To date, Franklin Electric has applied DLS to dozens of projects. The company’s executive team now views DLS as a strategy for future growth and is actively involved in the process. “The CEO is big on new product development
Ashwin Badve, Senior Management Consultant at TBM, is a trailblazer in helping organizations introduce new product development and commercialization. He was the lead consultant on this project.
3 Key Outcomes From Design for LeanSigma
1.
Convertible
VersaJet Launch:
The company found it had a market for a pump that was once considered a “dead idea” by conducting voice-of-customer reviews and engaging a crossfunctional group in the design process.
2.
Growth
Management:
Through the market-feasibility, tollgate process, the company filters out product ideas with less potential for success and ensures that it launches only the most viable products. This review process also helps the company evaluate products it acquires through acquisitions.
3.
O rganic
Growth:
While Franklin Electric continues to grow through acquisitions, organic growth is also a critical business strategy for the company. DLS allows it to focus on the products with the most potential for success and introduce them to the market in a more predictable timeframe. In total, DLS has cut time-tomarket for Franklin Electric by approximately 30 percent.
OpEx Review | June 2013 | www.tbmcg.com | 9
Non-Profits
Impact Maximum
TBM Helps Pediatric AIDS Foundation Execute Its Mission of Preventing Newborns from Starting Life with HIV.
By Dave Hillbrook, TBM Senior Management Consultant
Today we have the medications and the knowledge to reduce the risk that an HIV-positive mother will transmit the virus to her baby to virtually zero. The mission of the Elizabeth Glaser Pediatric AIDS Foundation (EGPAF) is to prevent every child from being born with HIV, and ensure that their mothers are healthy enough to raise their children into adulthood. In addition to individual donations, the EGPAF receives significant funding from the United States and other governments, as well as from international relief agencies and corporate foundations. The more efficiently that EGPAF can operate, the more fully it can realize its mission. And, most importantly, the fewer untreated children with AIDS who will suffer and die before their fifth birthday. EGPAF regional team leaders discuss the cash management process at kaizen event in Nairobi, Kenya. (Photo credit: EGPAF, 2013) 10 | OpEx Review | June 2013 | www.tbmcg.com
Laying the Groundwork For several years TBM has worked with EGPAF in Sub-Saharan Africa to improve the efficiency of its administrative processes and reduce operating costs.
Get Involved: Less Waste Means More Help TBM commends the staff and volunteers of the Elizabeth Glaser Pediatric AIDS Foundation for the incredible work they are doing, for the amazing impact they’re having on people’s lives, and for their spirit of continuous improvement. We encourage our friends and partners to get involved and help spread Operational Excellence within the non-profit organizations that they support.
In November 2011, I worked with Richard Holland, Managing Director of TBM Europe, to coordinate a series of three simultaneous workshops in Kenya. Last November I worked with fellow TBM Senior Consultant Chris Parnham on a series of similar workshops in Zimbabwe. Roughly six weeks before each session, we flew in and met with the country directors and their teams to identify the specific processes that they wanted to improve. During this visit we also identified the data that the team would need to collect and analyze, and defined the appropriate metrics. Those pre-workshop visits were very effective because, as in many businesses, the quality of immediately available data tends to vary. In Kenya, the three processes that we helped the foundation address were: procurement, cash management and subcontractor compensation. Applying the classic lean process improvement tools, the procurement team ultimately reduced lead time for non-hotel purchases from 15 days to seven days; and reduced the standard vendor payment cycle time from anywhere between 15 and 30 days, to 10 days. To manage the $140 million that EGPAF disperses every year, the organization must be adept at cash management. The vast majority of transactions in the countries where it operates are done with cash. On a daily basis the charity provides advances to associates for their trips to work with regional clinics and other healthcare partners. How these advances are spent has to be accounted for. After implementing some policy and process changes, the Kenyan team reduced overdue unliquidated advances by 75 percent.
34 Million people in the world LIVE WITH HIV
IN 2011
3.4 Million
of those infected Are children
ALMOST
50% of HIV infected infants will DIE BEFORE their
2 2
nd birthdays
without diagnosis and treatment
Road to a Brighter Future In Zimbabwe, one of the four processes that we worked on was vehicle management. Because public transport can be unreliable, any fieldwork in Africa requires dependable transportation, which is why vehicle acquisition and operating expenses are significant line items on EGPAF’s regional budgets. On the operations side, there was very little data on how the vehicles were being used, including fuel, tires, miles driven, and maintenance activities. Setting up processes and procedures to monitor fuel usage, and matching it with anticipated consumption, has eliminated some opportunities for corruption. The other three processes that we worked on in Zimbabwe were technical site support, travel advances, and the establishment of an operations scorecard. To disperse the knowledge and new practices across the organization, roughly half of the participants in each of the workshop sessions came from EGPAF offices in other countries. Even though manufacturing is the source of TBM’s Operational Excellence practices and most of our work, projects like those with the Elizabeth Glaser Pediatric AIDS Foundation demonstrate how portable the tools and concepts are, and the dramatic results that can be achieved in any type of organization.
To read about how Operational Excellence can impact the social challenges inherent in any change initiative, see our case study about our work with the Watershed Organization Trust in India (“It Takes a Village to Catch the Rain”).
OpEx Review | June 2013 | www.tbmcg.com | 11
Service Companies
Daniel van Starrenburg, CEO of specialty tree-service company SavATree, talks about how the already-profitable company is using lean as a strategy to maximize sales growth.
Growing from
Strong Roots 12 | OpEx Review | June 2013 | www.tbmcg.com
SavATree offers high-value-add customized tree-care and lawn-care services directed by arborists who inspect and diagnose tree and lawn conditions and make recommendations for care. The privately held company has 23 locations in eight states. In addition to its 615 employees, SavATree maintains a fleet of about 300 trucks and hundreds of pieces of specialized equipment. How did you learn about lean? I have a friend who runs a boutique investment banking firm, and he introduced me to the concepts of lean. It’s not uncommon in his space [private equity]. Through him I was introduced to someone who actually does it, and then subsequently I met Chris Nichols [Vermeer Corp. Global Sales Manager]. He and his team were kind enough to invite me and my team out to dinner. The topic came around to lean. Chris sent me The Antidote. I read it, and then I purchased it for the senior management team. And then I bought the book for the broader management team, and then dispersed it deeper into the company. Afterward the management team met with TBM and decided this was where we wanted to go.
What convinced the management team to commit to lean even though SavATree is a “non-traditional” lean candidate, i.e., not a manufacturer? That conversation came up very regularly, but we also felt that although lean would be more difficult to implement in a service organization, the benefits would be enormous, so it would be worthwhile. It is unusual for a company in the green industry to be on a lean journey, so from a competitive perspective, we felt we would have many advantages as a first-in company. What was driving the need for change? We’re really looking at this as our growth strategy. We are a very strongly performing company. We have a very strong, predictable EBITDA, and steady margins and steady growth. But we don’t have growth at the rate I believe we deserve, so the aspect of freeing up resources and redirecting them to growth is very appealing. You’ve had some impressive early results. What stands out? Some of our best operations have cut set-up time by two-thirds. When you multiply that out across all of the employees at all of the locations, the savings are huge. It dramatically impacts our business.
What have you done with the newly found time? What we did was give half of that benefit to customers with more time on site creating value, which directly contributes to our ability to compete. And the second half accrues to the benefit of the company. So that’s really pretty cool when you can re-engineer a process, save all this time, and then decide how to spend it. We’re going to spend it to make our company more competitive, and more profitable. That’s amazing, and it’s really got the team fired up because it’s very tangible. (continued on page 14)
OpEx Review | June 2013 | www.tbmcg.com | 13
Service Companies
(continued from page 13)
Can you give an example? Yes. Efficiency has become an unofficial contest. We’ll hear people say, “You can get set up and out in nine minutes? Well I can do it in eight.” Why was set-up time one of your first targets? Set up—and the reverse at the end of the day—is a big deal because it happens at all of our 23 locations, and it’s unbillable time. Another part is we have rework when a truck has to drive back to the workplace to get a missing tool and get back out to the jobsite. Or managers have to drive out to bring a tool to a jobsite. For that kind of stuff to go away, you have to have these systems, like kanban.
“ The challenge was, ‘How can we use the administrative staff and talent to better handle sales and customer service?’ ”
Another exciting result you’ve seen is a five-fold increase in secondary sales. Why such a jump?
—Daniel van Starrenburg, CEO, SavATree
Traditionally, the salespeople sell. In our world, salespeople are the arborists. They have the specialized training and knowledge to make a diagnosis, and based on that diagnosis, make recommendations. We’re very consultative with the client.
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But we also have a big administrative team that has not been part of our sales process. We have a tremendous number of recommendations that are made to customers that are not followed up on because the arborists are literally running from one customer to another, and they have a jam-packed day already. The challenge was, “How can we use the administrative staff and talent to better handle sales and customer service?” So we’ve trained them to follow up with clients and basically say, “Do you want me to schedule the work you previously discussed with an arborist?” To manage this we put in a visual system and a specific reward system tied to a quarterly bonus.
In addition to the actual revenue, have there been other benefits? We’ve not had to add assets to do this, which is pretty exciting. Plus the administrative team feels closer to and more a part of the sales team, so we have that alignment now. Sales are key to us. It’s part of our culture. We’re not going to grow if we don’t sell.
Tell us about the results. We are in our fourth year of the secondary-sales effort. If you look at the bar chart, we have very little results for Years 1, 2 and 3. We said this was not working at the level it could, so it was worthy of becoming a kaizen event topic. So we have done that, and we’ve already generated five times as much business in one month than we’ve done in our best previous year, and it just launched.
Early Results at SavATree: SavATree began implementing lean practices in 2012.
Secondary Sales
5x (new revenue stream) Although results are very preliminary (one month), secondary sales (follow-up after an arborist assessment and recommendation) are increasing dramatically in terms of both number of follow-up appointments booked and revenue.
Set-Up Time
50%–66%
(varies by location) Set-up time includes when a team member arrives at the workplace to receive order(s) for the day, collects equipment and other materials needed for the job(s), loads these from warehouse to truck, and then leaves for the jobsite.
Additional Service Time Created
1.5 hours (per day per tree-care crew) Half of the additional time freed up from shorter set-ups has been dedicated to more stops per route for plant-care and lawncare crews; and additional time and value-add services for clients in the most competitive segment of the business—tree care. The other half has been added to profits.
OpEx Review | June 2013 | www.tbmcg.com | 15
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