Case Study: Building Revenue

24.06.2011 0


An architectural hardware manufacturer and supplier had a branch location suffering from lack of revenue. New management had taken over the business and wanted to grow profitability in its Western Canada locations.

This 30 year old company was experiencing big problems with their Surrey, BC location. They were the lowest-performing branch in the company. Project delivery was inconsistent. They were not meeting project budgets, and demonstrated poor management of time and resources. The reputation of the company was suffering.



I was brought in to identify the problems, design an approach, and implement new procedures where needed in order to turn business around.

I began by spending time in each of the employee roles to gain a solid understanding of how each group did their job. In many instances roles were not clearly identified and procedure and process were lacking. From the shop floor, to the project estimators, to inventory management – I ensured that I developed thorough knowledge of how each role currently functioned to identify the gaps.  I also managed several projects which helped to determine what type of tools and procedures would best benefit the business.



I developed several processes that ensured accuracy, efficiency and maximum potential profitability. Implementing a PMO helped entrench these procedures and oversaw training for project staff.   I navigated a number of personalities, involving key team members to implement new processes to all staff for the location.

I put structure to the roles and tasks and coached employees and managers to function well within their jobs.  I championed a change management team and supported and trained change leaders where needed.  When implementing any new procedures, we assed opperational readiness before we transitioned. Formalizing a project change control process also brought success.

Within the first year, this under performing, money-losing branch turned a $50K profit. Employees were more satisfied in their clearly defined jobs, and the management team was extremely satisfied with the new direction for the location.



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