Pharmaceutical Company
BEFORE PBL - Schedule on production line – 83% on schedule
AFTER PBL - Schedule on production line – 93% on schedule
OTHER BENEFITS - 45% decrease in shift changeover time*
*a savings of 4626 hours in one year.
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Tier One Automotive Supplier
BEFORE PROCESS BASED LEADERSHIP:
- major delivery issues
- high scrap rates
- losing money
- apathetic workforce

AFTER PBL IMPLEMENTATION: (4 months later)
- order backlog filled
- scrap rate cut in half
- making money
- teams culture and caring workforce

After one year they tripled their profits!!!
Keys in their processes… They have focused common objectives, clear expectations, personal contact, recognition of job well done, structure, discipline and a voice for everyone.
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Florida Resort
Implemented PBL with focus on improving communication and customer service processes. Outcomes included a much higher satisfaction rate among guests, as well as a measurable increase in employee pride.

President/CEO of Kansas City Chiefs quoted "I must tell you that after all the years working with various venues throughout the United States, working with your remarkable and wonderful staff was delightful and stress-free."
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Pharmaceutical Company
Implemented PBL and developed a program they call "Just Do It." The "Just Do It" program is a documented process that involves every single employee in process improvement and accountability / collective ownership. While most organizations measure KPIs, company measures JDIs (Just Do Its).

By their 4th year they had the following results:
Lead Time – down 70% meaning they are Faster. (down from 96 days to 34 days)
Defects – down 90% meaning they are Better.
Productivity – up 20% meaning they are Smarter.
Cost – down 30% meaning things are Less Expensive.
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Rock Island Arsenal - US Army
They won the Gold Shingo Award the year after implementing PBL. They use PBL in conjunction with Lean to accomplish their results.

"At RIA, we are getting brilliant results from average people managing a brilliant process. Others get average results from brilliant people managing a broken process." Colonel Bruce Elliott
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National Consumer Products Company
Background:
- More than 100 years in business
- 4 plants, 2 distributon centers, 1 corporate office
- Very high quality standards
Although highly successful, great relationships with distributors, and achieving great level of quality, their leaders were very private in nature, very personally involved with every aspect of the business, and rarely trusted employees with key business information.

ISSUES:
Due to rapid growth in a short time frame they went from 2 nearby location to 7 locations spread out geographically. They lost the proximity and connection between leaders and employees. They began operating as 7 different entities rather than one cohesive organization. Many departments where functioning as silos with little accountability to the organization as a whole.

NOW WITH PBL:
1) integrated communication process, all employees in all locations get a consistent message
2) total visibility of performance and accountability, all levels, all departments, all locations
3) performance measurement system (scorecard) is the same format for everyone
4) better coordination among different departments
5) support departments have more direct affect on overall company performance against objectives
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