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Case Studies

Click on a client name to view the associated case study (PDF). The Adobe Reader is required to view the documents.

• Associated Bank — Service Contract Value Management streamlined service contracts for 380 locations, consolidating 1100 vendors and eliminating 60,000 invoices per year. Continuous improvement processes saved $332,000 in direct costs over the six months of the development phase, and produced additional direct cost reductions of $630,000 in the first full year of implementation.
  
  
• Citizens Bank — Facilities Desk Guide communicates Facilities Services´ mission and scope to branch managers and invites close collaboration to maintain and improve the bank´s properties.
  
  
• Citizens Bank — Parking Lot Standards provide guidelines for regional facilities managers to assess the condition of parking lots and a template for planning maintenance, repairs and upgrades. Created data platform for accurate capital renewal forecasting.
  
  
• Cummins Engine — Service Contract Management Process (“Partner–Care”) created business cases for key maintenance operations, improved accountability by vendors for ongoing savings and reliability gains. Measurable savings in energy costs, repair expense, equipment uptime. Higher efficiencies, uptimes and utilization help shrink capital spending for capacity and early replacement.
  
  
• Chrysler Corporation — Janitorial Supervisor Training illuminates the supervisory role and reviews the methods and tools to perform it responsibly and effectively. Collaborated with team to document supervisory procedures and standardized work practices.
  
  
• Delphi Operations Support Group — The OSG Global Operating System provides the strategy, structure and systems to develop a lean, process driven facilities management culture. Developed organizational plan, job descriptions, core processes and supporting documentation. Supported transition to centralized operating structure.
  
  
• DMAX Engine Plant — The Site Operations Management Plan defined the work scope, and reorganized the staffing, support resources, administration and reporting processes for facility operations and maintenance of a 750,000 sf. greenfield manufacturing facility.
  
  
• Educational Initiative for Facilities Excellence — Collaborative effort with five diverse K–12 school districts to develop a management model for facility operations and maintenance suited to the highly limited resources and capabilities of community school districts.
  
  
• Johnson & Johnson — Worldwide Guidelines for Planning, Design and Construction document the global project delivery process for nearly two–hundred operating companies in the J&J family. Manual is adaptable to local standards, processes, operating conditions and cultures.
  
  
• Mott Community College — Critical–to–Quality Standards for custodial operations spotlight specific cleaning sub–tasks (e.g. cleaning corners while mopping floors) and posting a photo of pass and fail conditions.
  
  
• Mott Community College — Organizational Readiness for CMMS provided an operational assessment to set operational priorities, standards and processes, define roles, and implement a computerized maintenance management system to improve performance and accountability. Information management and document control raised the quality and reliability of CMMS data inputs.
  
  
• Mott Community College — Supervisory Excellence Training encompasses seven modules covering overall quality management, supervisory role, organization of work, material and equipment, auditing, continuous improvement (kaizen) and reporting.
  
  
• Setech (Delphi) — Indirect Material Management Assessment examined the structure, processes, systems and administration of general stores for maintenance and repair operations (MRO), including spare parts, consumables, chemicals, tools and equipment.
  
  
• Robert Bosch (Automotive) — Facility Operating Plan Guidelines for commissioning a new research facility´s janitorial, maintenance and repair, energy & utilities, environmental support and site services. Eventually, this footprint became the guideline for all North American facilities.
  
  
• Washington Group — GM Global Assembly Plants Integrated Services and Supply contract documentation included scope, process development, management plan, direct and subcontracted staffing and administration and reporting for the facility operation and maintenance of assembly plants in Thailand, China and Brazil, and a powertrain facility in Hungary.

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