Our Expertise

OCMAdvantage draws strength from its core values in innovation, knowledge and design. A solid fact-based foundation combined with creativity is structured into a contemporary, progressive, best-case client solution.

Change management can be daunting especially when an unconventional approach is the apparent solution.

To ensure the best analysis and intervention selection, the following tools and primary research techniques may be used: organizational assessments, surveys, protocols, and other data analytics, project and decision milestones, responsibility matrixes, gap analyses (current-to-future state), skilled employee action-hiring and quick-start orientation, process owners and inter-dependency management, risk management, high-performance teaming, real case study applied learning, career-pathing and succession, curriculum design and development (ISD, ADDIE), human development and group dynamics, outcome action planning, multi-media smartboards, and KPI metrics reporting. Use of CI Lean, DMAIC methodology and statistical process control (SPC) where applicable.


Your company’s core capability is its unique success factor, let’s make it stronger together.

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BRIGHT SOLUTIONS

Since no two client organizations are the same, OCM Advantage Consulting services are focused specifically on delivering benefits and advantages for you, our client. Some case studies include the following:


Improved Line Supervision Performance. Consultant services began by surveying supervisors to understand why manufacturing lines were unbalanced and not performing-to-plan. The diagnosis (root cause) was inconsistent SPC decision rules across 24/7 shifts. The designed solution was intensive refresher training among nearly 70 supervisors. With clear knowledge and practice, lines balanced within a few shifts. Also, teambuilding improved dramatically as supervisors committed to help each other learn.


Organizational Performance. New Continuous Improvement (CI) Green Belt and Black Belt analysts had to hop-scotch across manufacturing departments to obtain data needed for the DMAIC process. The solution formed dedicated Support Teams around the CI experts. Assigned Engineering, Finance, Maintenance, Quality, and HR functions received training in their new CI-supporting roles. Overall results included better working relationships, streamlined product quality and packaging testing, greater output (OEE), and less downtime (DT).


Innovation and Problem-Solving. The General Manager was concerned that the workforce would not be responsive to the new corporate directive to implement Focused Improvement (FI) methodology. A planned change readiness intervention was designed to bridged the gaps. Shop-floor communication and in-line training were initiated in the selected subjects of process management, types of waste, operator machine maintenance, OEE calculations, Visual Management and smartboard messaging. Adoption of the FI Pillars took hold especially in Safety, Leadership, Learning, Maintenance ahead of plan without issue.


With a skilled consultant by your side, your company aspirations and goals are achievable.

PROFITABLE RESULTS

Rainmaking is audacious. Successful organization change management (OCM) is an essential and complex business strategy with a planned EBITDA and ROI commitment whether to owners, equity partners or on Wall Street calls. The following actual client capsules show the OCM 'advantage' in productivity improvement, cost savings and avoidance, and risk management.


Most Profitable Month. A major manufacturer wanted to cross the $1B mark by YE. After careful planning, OCM consulting services designed and led the flagship facility in a 4-week productivity ‘challenge’. Winning teams were rewarded weekly against operational criterion. Momentum built toward an exciting final grand drawing. The program delivered $1.2M top line profitability, the highest YE month. Employees were re-engaged and enthusiastic to the point of eliminating third-party distraction. It also marked a positive turning point in continuous improvement and lean manufacturing adoption. Four-week prizes cost less than $10K.


Technology Staffing Plan, Unified Classification and Compensation. A conventional utility firm launched a bold venture in residential streaming services with a $M public bond. It was a sweeping initiative that affected every function i.e., customer service, provisioning, technical support, billing, and recruitment/hiring. The consultant originated fifty new job descriptions that were fully classified and graded within the existing talent management system. Talent sourcing, recruiting and hiring was readied for project launch and proceeded as planned without delays, or grievances due to a well-structured, proactive staffing approach for the new venture.


Labor Over-spending.  For a seasonal packing operation, ‘surge’ labor of 200 full-time-equivalent (FTE) workers were needed for 16 weeks annually. Inefficiencies and revolving-door temp turnover caused the operation to cycle through nearly 3 times more contingent labor than needed (600). In one year, this inefficiency caused a $1.5M over-spend. The solution approach was a 2-day data-structured and facilitated problemsolving event (kaizen) that included stakeholders, managers, supervisors, and operators. The kaizen identified the root cause of loss as finished product delivery delays and other operational variability. Excessive production starts/stops caused temps to seek more steady work elsewhere. Ultimately, internal scheduling and delivery improvements resulted in 34% increase in productivity with a stable seasonal labor contingent, and cost avoidance the next season.


Let’s make your successful case study an industry best practice.

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