Portfolio

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A First for the Client: Successful Submission of a Privacy Impact Assessment

To meet provincial requirements the client was required to submit a Privacy Impact Assessment for every system that exchanged sensitive data via electronic channels. A number of PIA’s were started and left unfinished and the ones that had been completed and submitted had been rejected.

	Led the organizations first data classification exercise.
	Developed a Privacy Impact Assessment (PIA) template.
	Developed a 24 page PIA with a 200-page appendix for the Alberta Office of the Information and Privacy Commissioner (OIPC).

The PIA was accepted on the first submission and identified as one of the best they have ever received.

Establishing Business Requirements and Managing the Rollout of an eBusiness System

The client developed a complex eBusiness system to enable employers and health care professionals to submit claim reports over the Internet. Usage was voluntary but critical to the success of the project.

	Managed an 18-person project team for the Alberta Workers’ Compensation Board that ensured business requirements were addressed during the development of an eBusiness application.
	Led the effort to promote the voluntary adoption of the new reporting channel to all employer and health care providers across Alberta.

53% of users rated a 4 or 5 out of 5 on a recent satisfaction survey and the new application is already reducing claims and administrative costs for the WCB.

Redesigning Every Aspect 145-Seal Contact Centre and Its Place In the Organization

An organizational redesign left three specialized call centres without an obvious place in the redesigned organization. Furthermore, service level improvements in other areas required a dramatic improvement in the call centres if they were to keep up.

	Led a $2.5M on-time and on-budget project for the Alberta Workers’ Compensation Board that consolidated and modernized three specialized call centres.
	Addressed all aspects of the change including organization, process and job design. Monetary and intrinsic reward systems, measurement systems, and so on.

The project created a single 145-seat operation that handled 1 million customer interactions per year using new technology. The average time to answer a call was reduced by 50%, employee morale was increased, and staff turnover was reduced.

Conducting a North America-wide Best Practice Review of Internal Consulting Practices

A merger between two phone companies created a very large organization with new needs. Each formerly independent company had its own internal consulting unit. These consulting teams became a single entity the management team wanted to be sure they were doing the right things.

Performed a best practice review of internal consulting departments for TELUS Communications.

The project led to new operating procedures inside TELUS’s own Business Development unit and the refinement of a proprietary change management methodology.

Testing Innovative Ways Of Doing Business and Then Rolling It Out To Everyone

A highly visible public sector organization had reached a plateau relative to improving customer service and managing costs. New efforts were generating incremental improvements at best. A dramatic step was required to generate a significant performance improvement.

Assisted the Alberta Workers’ Compensation Board in developing innovative ways of managing injury claims through real time experiments with process change and job design.

The project was wildly successful and featured in the client’s 1998 annual report. It led to an organization-wide redesign that immediately improved both operating efficiency and customer satisfaction.

Doing More With Less Through Organization and Job Design

Cost increases were eroding profit margins. Therefore operating expenses had to be lowered without impacting customer service.

Guided efficiency improvements for Beatrice Foods in Calgary that eliminated a layer of management, consolidated routes and outsourced store delivery for major accounts.

The change led to improve service levels while reducing labour costs by more than 18%.

Doing More With Less Through Process Reengineering

Fierce rivalry between two well-established food companies had led to competition over which organization could deliver the freshest product. As the industry was characterized by high volume and low profit margins a solution had to be found that did not drive up operating costs.

Helped Beatrice Foods centralize warehousing, convert sales and distribution depots in Edmonton and Red Deer to cross-docking operations and redesign inventory control procedures.

This Alberta-wide initiative reduced labour and facility costs by 14% while improving order fulfillment rates.

Saving Money By Understanding What Is Really Happening

Two divisions of a national food company were reporting wide profit swings and unexplained losses on a monthly basis that could not be explained by the local management teams.

	An analysis of the monthly financial statements of Palm Dairies in Edmonton and Saskatoon revealed inventory valuation problems created by inaccurate product costing and poor inventory counting procedures.
	An analysis of shipping procedures also revealed that situations where higher cost products were substituted for lower cost items and shipped to customers at the lower cost.

Significant accounting, shipping, and inventory control procedures helped the organization to save over $1,500,000 per year.

Reducing Cycle Times Through Process Reengineering and Job Design

Month-end accounting procedures took so long to complete that there was no time for analysis of problems. Reports to Head Office delayed the generation of consolidated financial statements. Employees were stressed and demoralized by the month end process. Executives were angry.

Redesigned the month-end closing process in Palm Dairies’ Edmonton division to reduce the amount of time required to submit a financial statement to Head Office.

The cycle time to submit completed statements went from 10 working days to 4. This brought the division, which was the largest of 10 in the company, from having the slowest reporting process to the fastest. The extra time allowed for more investigation and reduced accounting problems that had to be adjusted in future periods.