Ascent Management Consulting

Challenge

Quality disasters shutting down production
Productivity meeting 50% of demand with high overtime
Low morale, high absenteeism
Growing production backlog placing contracts at risk

Results

Resolved quality problems; eliminated shutdowns
Doubled productivity with fewer staff, minimal overtime
Created highly motivated and engaged work teams
Rectified absenteeism problem
Eliminated backlog; saved and expanded contracts

Organization Profile

A highly successful production laboratory located in the southwestern United States holds major contracts in high profile DNA analysis programs. The organization acquires labor primarily from students at a major university. Public image is crucial for the success of the organization as DNA donors and contract holders hold high expectations of control, consistency, and accuracy of lab results and interpretations. Any loss of credibility would be devastating to the program and resulting revenues.

The Need	The Solution	The Outcome
Quality problems, particularly sample contamination, was becoming commonplace often shutting down the entire operation several times each week. Demand had doubled nearly overnight and staff members were buried in work working overtime nearly every night and weekend. Emotions often ran high and social breakdowns were common as morale plummeted and absenteeism reached an all-time high. These problems, coupled with a growing backlog extending to nearly a year, threatened the organization’s ability to retain existing contracts.	We created a team approach to problem solving establishing group and individual commitments and effective operating practices. We collaborated to develop a modified team structure for greater accountability for the whole system, which included job rotation, cross-training and mentoring roles to maximize competence and increased collaboration with an associate group. We organized a variety of group “check-in” and coordination meetings, and introduced production-tracking tools to build real-time information sharing and decision making into the process.	All but the most minor quality problems were quickly eliminated. Within a few months, productivity doubled despite fewer staff working minimal overtime. The backlog was rapidly and substantially reduced in just a few months. Employee morale jumped considerably and the absenteeism problem disappeared. Due to improved performance, existing contracts were saved and additional contracts for expanded services were obtained. Follow-up meetings with the client revealed that the new structure and culture perpetuated, and results continued to improve well after the initial engagement.