 Home
|
What We Do
|
Our Tools
|
About Us
|
Contact Us
|
|
|
||||
|
|
|
Case studies
We have extensive experience developing computer models, custom simulations and educational programs for a variety of applications in diverse industries. Below is a brief sampling of our projects:
GlaxoSmithKline
Wendy's International, Inc.
The McLean Group is a consulting firm that specializes in reinventing business models and getting order-of-magnitude improvements in business performance. Their projects typically result in cycle time reductions of 50 – 70%, productivity improvements by factors of 2 – 3 and multi-million dollar increases in profits. When they conduct their diagnosis and develop their plans for changes, they call on Whole Works Consulting to identify the key levers and estimate the likely impact on performance. One such project is described below.
Custom Equipment Manufacturer A manufacturer of custom equipment was losing market share due to their long production cycle times and poor delivery performance. The production process consists of several stages: 1) design, 2) parts procurement, 3) subassembly, and 4) final assembly. Later steps in the process were frequently delayed either by parts shortages or incomplete designs. The result was a factory floor crowded with partially completed Nike
British Columbia Ferry Services
SGI (Silicon Graphics, Inc.)
Dow Corning Corporation
The Paper Nation simulation, which is now available for licensing, has been used by a growing number of companies and business schools for their business acumen training and leadership development programs.
|
|||||||||||||||
| Web Design by EMH Design | HOME | WHAT WE DO | OUR TOOLS | ABOUT US | CONTACT US |
Each year, the R&D executive team reviews numerous proposals for projects aimed at developing new technologies or improving processes. At the time of this project there was a need to help researchers better understand the impact of their proposals on the business as a whole and to help them develop compelling business cases in support of their technical proposals. We worked with GSK to develop a decision-support tool to help both researchers and senior managers in R&D more thoroughly assess the financial value of investment options being considered. The approach combined elements of decision analysis, option valuation, system dynamics modeling and group facilitation into a coherent, iterative learning process. The methodology was used to facilitate a specific decision regarding a proposed pilot research program for a new manufacturing technology. The approach stimulated broader thinking about the range of investment strategies available and it created a shared understanding of how technical innovations would generate value in the firm.
The Wendy’s International, Inc. portfolio of restaurant brands includes Wendy’s, Tim Horton’s, Baja Fresh and Café Express. In 2004, Wendy’s senior executives began working on a leadership program focused on the capabilities needed to lead a multi-brand enterprise. Working with 
assemblies and high WIP inventory levels. 
Nike managers have always been passionate about sports and fitness. In 1999, several senior executives were concerned that too many important business decisions were being made on the basis of gut feel or emotional appeal, rather than facts. In partnership with 
BC Ferries, one of the world’s largest ferry companies, serves coastal British Columbia. In 2003, the former Provincial Crown Corporation became an independent company. As part of the transformation, BC Ferries executives created a decentralized business model which relies on operational management teams at the vessel and route level to make local business decisions. This presents a significant challenge to the organization since many operational team members lack experience or formal training in business management. Working with the 
In 1994, a re-engineering team was formed in the manufacturing division of SGI to address the problem of inconsistent material flow through the factory. Chronic shortages of printed circuit assemblies (PCAs) on the production floor prevented managers from creating credible “build plans” and meeting customer delivery commitments. As part of the re-engineering team, we developed a custom table-top simulation to recreate the typical patterns of expediting and material shortages with the existing MRP-based planning system. A simple modification of this simulation showed that a demand-pull material replenishment system would significantly reduce shortages by postponing the consumption of material. To share the insights gained from the simulation with the rest of the organization, the team conducted 25 full-day workshops with various manufacturing teams and vendor partners. The simulation provided a direct juxtaposition of MRP with demand-pull replenishment, allowing managers to experience for themselves the advantages of demand-pull. This approach helped generate widespread support for implementation of a pilot process on the highest volume production line. Once implemented, the new pilot process cut inventory levels on the factory floor by a third and virtually eliminated material shortages. 
In 1997, fundamental changes taking place in the silicone materials business threatened Dow Corning’s historical leading position in its industry. Senior executives realized they needed leaders throughout the management ranks to think strategically, focus on customers globally, and lead efforts to implement improvements throughout the organization. The Strategic Leadership Development Program (SLDP) was created to provide managers with a “leadership practice field,” a low-risk learning environment, where managers could safely experiment, under realistic conditions, with new ways of thinking and acting. The centerpiece of the 5-day program was the Paper Nation simulation, a total-immersion experience based on a fictional pulp-and-paper business closely modeled after Dow Corning. The simulation, created jointly by Whole Works Consulting, High Performance Systems (now isee systems) and