See how better process design changes the work.

A five-person label maker raises productivity by 40.3%: Operations

A micro manufacturer improved flow in stages while tracking 358 performance observations.

“The manufacturing process is simpler.”Company participant, cited in Minshull et al.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single-company, six-month study. Overall lead-time change was not statistically significant; the final-stage result is reported separately.

A five-person label maker raises productivity by 40.3%: Finance and administration

A micro manufacturer improved flow in stages while tracking 358 performance observations.

“The manufacturing process is simpler.”Company participant, cited in Minshull et al.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single-company, six-month study. Overall lead-time change was not statistically significant; the final-stage result is reported separately.

A five-person label maker raises productivity by 40.3%: Sales and customer service

A micro manufacturer improved flow in stages while tracking 358 performance observations.

“The manufacturing process is simpler.”Company participant, cited in Minshull et al.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single-company, six-month study. Overall lead-time change was not statistically significant; the final-stage result is reported separately.

A five-person label maker raises productivity by 40.3%: Technology and data

A micro manufacturer improved flow in stages while tracking 358 performance observations.

“The manufacturing process is simpler.”Company participant, cited in Minshull et al.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single-company, six-month study. Overall lead-time change was not statistically significant; the final-stage result is reported separately.

A 12-person apparel maker raises productivity by 40.23%: Operations

An owner-managed apparel SME improved output, quality, lead time, and work in process with a people-centered lean model.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One company. Staff turnover occurred during the study. Published percentage and displayed cycle-time values do not fully reconcile.

A 12-person apparel maker raises productivity by 40.23%: Finance and administration

An owner-managed apparel SME improved output, quality, lead time, and work in process with a people-centered lean model.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One company. Staff turnover occurred during the study. Published percentage and displayed cycle-time values do not fully reconcile.

A 12-person apparel maker raises productivity by 40.23%: Sales and customer service

An owner-managed apparel SME improved output, quality, lead time, and work in process with a people-centered lean model.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One company. Staff turnover occurred during the study. Published percentage and displayed cycle-time values do not fully reconcile.

A 12-person apparel maker raises productivity by 40.23%: Technology and data

An owner-managed apparel SME improved output, quality, lead time, and work in process with a people-centered lean model.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One company. Staff turnover occurred during the study. Published percentage and displayed cycle-time values do not fully reconcile.

A 165-person clothing maker triples line efficiency: Operations

A medium manufacturer simplified a pilot line, then extended 5S across eight departments.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The strongest figures are calculated line-balancing results. Long-term cost, output, and defect results were not reported.

A 165-person clothing maker triples line efficiency: Finance and administration

A medium manufacturer simplified a pilot line, then extended 5S across eight departments.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The strongest figures are calculated line-balancing results. Long-term cost, output, and defect results were not reported.

A 165-person clothing maker triples line efficiency: Sales and customer service

A medium manufacturer simplified a pilot line, then extended 5S across eight departments.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The strongest figures are calculated line-balancing results. Long-term cost, output, and defect results were not reported.

A 165-person clothing maker triples line efficiency: Technology and data

A medium manufacturer simplified a pilot line, then extended 5S across eight departments.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The strongest figures are calculated line-balancing results. Long-term cost, output, and defect results were not reported.

A 10-person contractor cuts quote time by 75%: Operations

A trade contractor redesigned quoting so the owner could respond faster and spend fewer hours on low-value estimates.

“Lean has helped the business solve problems we know we had, but also many more we did not know existed.”Company leader, cited by Nelson and McDermott

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The source uses a 1-10 micro definition. The win-rate change is 40 percentage points, not a 48% relative change.

A 10-person contractor cuts quote time by 75%: Finance and administration

A trade contractor redesigned quoting so the owner could respond faster and spend fewer hours on low-value estimates.

“Lean has helped the business solve problems we know we had, but also many more we did not know existed.”Company leader, cited by Nelson and McDermott

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The source uses a 1-10 micro definition. The win-rate change is 40 percentage points, not a 48% relative change.

A 10-person contractor cuts quote time by 75%: Sales and customer service

A trade contractor redesigned quoting so the owner could respond faster and spend fewer hours on low-value estimates.

“Lean has helped the business solve problems we know we had, but also many more we did not know existed.”Company leader, cited by Nelson and McDermott

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The source uses a 1-10 micro definition. The win-rate change is 40 percentage points, not a 48% relative change.

A 10-person contractor cuts quote time by 75%: Technology and data

A trade contractor redesigned quoting so the owner could respond faster and spend fewer hours on low-value estimates.

“Lean has helped the business solve problems we know we had, but also many more we did not know existed.”Company leader, cited by Nelson and McDermott

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The source uses a 1-10 micro definition. The win-rate change is 40 percentage points, not a 48% relative change.

A small home builder finishes an 18-house project one month early: Operations

A small contractor redesigned project planning so work flowed with fewer emergency resource requests.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One project and one contractor. The source classifies the company as small-sized but gives no employee count. It gives no baseline schedule length or exact emergency-request count.

A small home builder finishes an 18-house project one month early: Finance and administration

A small contractor redesigned project planning so work flowed with fewer emergency resource requests.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One project and one contractor. The source classifies the company as small-sized but gives no employee count. It gives no baseline schedule length or exact emergency-request count.

A small home builder finishes an 18-house project one month early: Sales and customer service

A small contractor redesigned project planning so work flowed with fewer emergency resource requests.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One project and one contractor. The source classifies the company as small-sized but gives no employee count. It gives no baseline schedule length or exact emergency-request count.

A small home builder finishes an 18-house project one month early: Technology and data

A small contractor redesigned project planning so work flowed with fewer emergency resource requests.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One project and one contractor. The source classifies the company as small-sized but gives no employee count. It gives no baseline schedule length or exact emergency-request count.

A medium contractor cuts delivery delays by 40.48%: Operations

A four-month construction pilot connected purchasing, estimating, inventory, accounting, and site coordination.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Four-month pilot. Headcount is absent and the journal's review standards are less transparent than established engineering journals.

A medium contractor cuts delivery delays by 40.48%: Finance and administration

A four-month construction pilot connected purchasing, estimating, inventory, accounting, and site coordination.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Four-month pilot. Headcount is absent and the journal's review standards are less transparent than established engineering journals.

A medium contractor cuts delivery delays by 40.48%: Sales and customer service

A four-month construction pilot connected purchasing, estimating, inventory, accounting, and site coordination.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Four-month pilot. Headcount is absent and the journal's review standards are less transparent than established engineering journals.

A medium contractor cuts delivery delays by 40.48%: Technology and data

A four-month construction pilot connected purchasing, estimating, inventory, accounting, and site coordination.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Four-month pilot. Headcount is absent and the journal's review standards are less transparent than established engineering journals.

A home-care microenterprise cuts dispensing defects by 36.7%: Operations

A home-care microenterprise made dispensing and transport defects visible, then used monthly review to correct the work.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company, two monthly cycles, no control group, and no reported protocol count. The source gives a legal size class, not actual revenue or headcount.

A home-care microenterprise cuts dispensing defects by 36.7%: Finance and administration

A home-care microenterprise made dispensing and transport defects visible, then used monthly review to correct the work.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company, two monthly cycles, no control group, and no reported protocol count. The source gives a legal size class, not actual revenue or headcount.

A home-care microenterprise cuts dispensing defects by 36.7%: Sales and customer service

A home-care microenterprise made dispensing and transport defects visible, then used monthly review to correct the work.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company, two monthly cycles, no control group, and no reported protocol count. The source gives a legal size class, not actual revenue or headcount.

A home-care microenterprise cuts dispensing defects by 36.7%: Technology and data

A home-care microenterprise made dispensing and transport defects visible, then used monthly review to correct the work.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company, two monthly cycles, no control group, and no reported protocol count. The source gives a legal size class, not actual revenue or headcount.

Small practices improve blood-pressure management by 6.9 points: Operations

Small practices used performance feedback and facilitation to improve chronic-disease management.

“We really live by the principle that you need to have data in order to drive change.”Hang Pham-Singer, Million Hearts success story

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-practice program, not one company. COVID-19 disrupted implementation and results were not isolated by individual practice size.

Small practices improve blood-pressure management by 6.9 points: Finance and administration

Small practices used performance feedback and facilitation to improve chronic-disease management.

“We really live by the principle that you need to have data in order to drive change.”Hang Pham-Singer, Million Hearts success story

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-practice program, not one company. COVID-19 disrupted implementation and results were not isolated by individual practice size.

Small practices improve blood-pressure management by 6.9 points: Sales and customer service

Small practices used performance feedback and facilitation to improve chronic-disease management.

“We really live by the principle that you need to have data in order to drive change.”Hang Pham-Singer, Million Hearts success story

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-practice program, not one company. COVID-19 disrupted implementation and results were not isolated by individual practice size.

Small practices improve blood-pressure management by 6.9 points: Technology and data

Small practices used performance feedback and facilitation to improve chronic-disease management.

“We really live by the principle that you need to have data in order to drive change.”Hang Pham-Singer, Million Hearts success story

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-practice program, not one company. COVID-19 disrupted implementation and results were not isolated by individual practice size.

A 170-bed hospital cuts patient cycle time by 11.2%: Operations

A rural hospital redesigned registration, assessment, consultation, investigations, radiology, and pharmacy flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One hospital, short study period, no control group, equipment failures, and changing patient demand. Bed count is an operating-scale proxy because employee count is absent.

A 170-bed hospital cuts patient cycle time by 11.2%: Finance and administration

A rural hospital redesigned registration, assessment, consultation, investigations, radiology, and pharmacy flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One hospital, short study period, no control group, equipment failures, and changing patient demand. Bed count is an operating-scale proxy because employee count is absent.

A 170-bed hospital cuts patient cycle time by 11.2%: Sales and customer service

A rural hospital redesigned registration, assessment, consultation, investigations, radiology, and pharmacy flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One hospital, short study period, no control group, equipment failures, and changing patient demand. Bed count is an operating-scale proxy because employee count is absent.

A 170-bed hospital cuts patient cycle time by 11.2%: Technology and data

A rural hospital redesigned registration, assessment, consultation, investigations, radiology, and pharmacy flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One hospital, short study period, no control group, equipment failures, and changing patient demand. Bed count is an operating-scale proxy because employee count is absent.

A restaurant microenterprise cuts service time by more than 31%: Operations

A micro restaurant connected service flow, inventory controls, and staff responsibilities.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company. Employee count, sample size, statistical tests, and long-term results were not reported.

A restaurant microenterprise cuts service time by more than 31%: Finance and administration

A micro restaurant connected service flow, inventory controls, and staff responsibilities.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company. Employee count, sample size, statistical tests, and long-term results were not reported.

A restaurant microenterprise cuts service time by more than 31%: Sales and customer service

A micro restaurant connected service flow, inventory controls, and staff responsibilities.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company. Employee count, sample size, statistical tests, and long-term results were not reported.

A restaurant microenterprise cuts service time by more than 31%: Technology and data

A micro restaurant connected service flow, inventory controls, and staff responsibilities.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Anonymous single company. Employee count, sample size, statistical tests, and long-term results were not reported.

A 14-person retailer cuts communication cost by 33.9%: Operations

A growing multi-store retailer standardized ordering and inventory work across stores and headquarters.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single case with limited operating data and no controlled causal test. Monthly observations overlap implementation, and outside factors can affect communication cost.

A 14-person retailer cuts communication cost by 33.9%: Finance and administration

A growing multi-store retailer standardized ordering and inventory work across stores and headquarters.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single case with limited operating data and no controlled causal test. Monthly observations overlap implementation, and outside factors can affect communication cost.

A 14-person retailer cuts communication cost by 33.9%: Sales and customer service

A growing multi-store retailer standardized ordering and inventory work across stores and headquarters.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single case with limited operating data and no controlled causal test. Monthly observations overlap implementation, and outside factors can affect communication cost.

A 14-person retailer cuts communication cost by 33.9%: Technology and data

A growing multi-store retailer standardized ordering and inventory work across stores and headquarters.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single case with limited operating data and no controlled causal test. Monthly observations overlap implementation, and outside factors can affect communication cost.

A mid-sized hotel cuts housekeeping travel by 65.87%: Operations

A hotel redesigned one room-cleaning process to reduce walking, activities, time, and cost.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One deluxe-room type in one hotel. Guest satisfaction, occupancy effects, headcount, and long-term control were not reported.

A mid-sized hotel cuts housekeeping travel by 65.87%: Finance and administration

A hotel redesigned one room-cleaning process to reduce walking, activities, time, and cost.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One deluxe-room type in one hotel. Guest satisfaction, occupancy effects, headcount, and long-term control were not reported.

A mid-sized hotel cuts housekeeping travel by 65.87%: Sales and customer service

A hotel redesigned one room-cleaning process to reduce walking, activities, time, and cost.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One deluxe-room type in one hotel. Guest satisfaction, occupancy effects, headcount, and long-term control were not reported.

A mid-sized hotel cuts housekeeping travel by 65.87%: Technology and data

A hotel redesigned one room-cleaning process to reduce walking, activities, time, and cost.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One deluxe-room type in one hotel. Guest satisfaction, occupancy effects, headcount, and long-term control were not reported.

A transport microenterprise raises delivery compliance by 32 points: Operations

A transport microenterprise improved vehicle maintenance to protect delivery reliability.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, no employee count, and no long-term sustainment test. The source supports the company-wide microenterprise class.

A transport microenterprise raises delivery compliance by 32 points: Finance and administration

A transport microenterprise improved vehicle maintenance to protect delivery reliability.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, no employee count, and no long-term sustainment test. The source supports the company-wide microenterprise class.

A transport microenterprise raises delivery compliance by 32 points: Sales and customer service

A transport microenterprise improved vehicle maintenance to protect delivery reliability.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, no employee count, and no long-term sustainment test. The source supports the company-wide microenterprise class.

A transport microenterprise raises delivery compliance by 32 points: Technology and data

A transport microenterprise improved vehicle maintenance to protect delivery reliability.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, no employee count, and no long-term sustainment test. The source supports the company-wide microenterprise class.

A road-freight SME cuts operator response time by 78.94%: Operations

A freight company redesigned warehouse, packing, dispatch, and operator scheduling to improve on-time delivery.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single company. The 5S and Kanban changes were piloted, while standardized-work results used simulation. Combined OTIF and financial results are hybrid pilot-and-simulation estimates.

A road-freight SME cuts operator response time by 78.94%: Finance and administration

A freight company redesigned warehouse, packing, dispatch, and operator scheduling to improve on-time delivery.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single company. The 5S and Kanban changes were piloted, while standardized-work results used simulation. Combined OTIF and financial results are hybrid pilot-and-simulation estimates.

A road-freight SME cuts operator response time by 78.94%: Sales and customer service

A freight company redesigned warehouse, packing, dispatch, and operator scheduling to improve on-time delivery.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single company. The 5S and Kanban changes were piloted, while standardized-work results used simulation. Combined OTIF and financial results are hybrid pilot-and-simulation estimates.

A road-freight SME cuts operator response time by 78.94%: Technology and data

A freight company redesigned warehouse, packing, dispatch, and operator scheduling to improve on-time delivery.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single company. The 5S and Kanban changes were piloted, while standardized-work results used simulation. Combined OTIF and financial results are hybrid pilot-and-simulation estimates.

A medium logistics firm cuts picking-list time by 91.6%: Operations

A medium logistics company automated three repetitive order-handling tasks and tested speed and accuracy across several volumes.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, limited delivery-note dataset, no employee count, and no long-term evaluation. Some high-volume values were forecasts.

A medium logistics firm cuts picking-list time by 91.6%: Finance and administration

A medium logistics company automated three repetitive order-handling tasks and tested speed and accuracy across several volumes.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, limited delivery-note dataset, no employee count, and no long-term evaluation. Some high-volume values were forecasts.

A medium logistics firm cuts picking-list time by 91.6%: Sales and customer service

A medium logistics company automated three repetitive order-handling tasks and tested speed and accuracy across several volumes.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, limited delivery-note dataset, no employee count, and no long-term evaluation. Some high-volume values were forecasts.

A medium logistics firm cuts picking-list time by 91.6%: Technology and data

A medium logistics company automated three repetitive order-handling tasks and tested speed and accuracy across several volumes.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single anonymous company, limited delivery-note dataset, no employee count, and no long-term evaluation. Some high-volume values were forecasts.

A 14-person software firm more than doubles productivity: Operations

A very small software company introduced a repeatable delivery cadence and stronger quality controls.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The compared projects used different teams, tools, hardware, and experience. Some management effort was excluded.

A 14-person software firm more than doubles productivity: Finance and administration

A very small software company introduced a repeatable delivery cadence and stronger quality controls.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The compared projects used different teams, tools, hardware, and experience. Some management effort was excluded.

A 14-person software firm more than doubles productivity: Sales and customer service

A very small software company introduced a repeatable delivery cadence and stronger quality controls.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The compared projects used different teams, tools, hardware, and experience. Some management effort was excluded.

A 14-person software firm more than doubles productivity: Technology and data

A very small software company introduced a repeatable delivery cadence and stronger quality controls.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: The compared projects used different teams, tools, hardware, and experience. Some management effort was excluded.

A 45-person software firm raises planning skill across three teams: Operations

A small software company used a six-week experiment to strengthen project planning, estimation, and follow-up.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One six-week experiment with six engineers. Motivation did not improve significantly, positive effects did not persist clearly, and scoring included subjective judgment.

A 45-person software firm raises planning skill across three teams: Finance and administration

A small software company used a six-week experiment to strengthen project planning, estimation, and follow-up.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One six-week experiment with six engineers. Motivation did not improve significantly, positive effects did not persist clearly, and scoring included subjective judgment.

A 45-person software firm raises planning skill across three teams: Sales and customer service

A small software company used a six-week experiment to strengthen project planning, estimation, and follow-up.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One six-week experiment with six engineers. Motivation did not improve significantly, positive effects did not persist clearly, and scoring included subjective judgment.

A 45-person software firm raises planning skill across three teams: Technology and data

A small software company used a six-week experiment to strengthen project planning, estimation, and follow-up.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One six-week experiment with six engineers. Motivation did not improve significantly, positive effects did not persist clearly, and scoring included subjective judgment.

A 250-person CPA firm cuts correction time by 80%: Operations

A multi-office accounting firm treated tax preparation as a measurable flow while preserving professional judgment.

“If you do what you've always done, you'll get the same results. Make a change. Get results.”Dustin Hostetler

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Self-reported practitioner case with no control group or full cost calculation.

A 250-person CPA firm cuts correction time by 80%: Finance and administration

A multi-office accounting firm treated tax preparation as a measurable flow while preserving professional judgment.

“If you do what you've always done, you'll get the same results. Make a change. Get results.”Dustin Hostetler

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Self-reported practitioner case with no control group or full cost calculation.

A 250-person CPA firm cuts correction time by 80%: Sales and customer service

A multi-office accounting firm treated tax preparation as a measurable flow while preserving professional judgment.

“If you do what you've always done, you'll get the same results. Make a change. Get results.”Dustin Hostetler

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Self-reported practitioner case with no control group or full cost calculation.

A 250-person CPA firm cuts correction time by 80%: Technology and data

A multi-office accounting firm treated tax preparation as a measurable flow while preserving professional judgment.

“If you do what you've always done, you'll get the same results. Make a change. Get results.”Dustin Hostetler

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Self-reported practitioner case with no control group or full cost calculation.

A five-person accounting firm cuts invoice entry time by 93.8%: Operations

A micro accounting firm replaced manual invoice and tax-file work with one controlled digital process.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Protected company name, one respondent, no control group, and the 30-second invoice value excludes verification. Accounting is included in the site's broad financial-services category.

A five-person accounting firm cuts invoice entry time by 93.8%: Finance and administration

A micro accounting firm replaced manual invoice and tax-file work with one controlled digital process.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Protected company name, one respondent, no control group, and the 30-second invoice value excludes verification. Accounting is included in the site's broad financial-services category.

A five-person accounting firm cuts invoice entry time by 93.8%: Sales and customer service

A micro accounting firm replaced manual invoice and tax-file work with one controlled digital process.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Protected company name, one respondent, no control group, and the 30-second invoice value excludes verification. Accounting is included in the site's broad financial-services category.

A five-person accounting firm cuts invoice entry time by 93.8%: Technology and data

A micro accounting firm replaced manual invoice and tax-file work with one controlled digital process.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Protected company name, one respondent, no control group, and the 30-second invoice value excludes verification. Accounting is included in the site's broad financial-services category.

A 20-person wealth firm cuts client-process lead time by 60.4%: Operations

A small wealth-management firm mapped client administration and removed repeated delay, movement, and paper handling.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot process, no control group, and possible observation effects. The source's 186-person-day estimate is excluded because its repetition basis is ambiguous.

A 20-person wealth firm cuts client-process lead time by 60.4%: Finance and administration

A small wealth-management firm mapped client administration and removed repeated delay, movement, and paper handling.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot process, no control group, and possible observation effects. The source's 186-person-day estimate is excluded because its repetition basis is ambiguous.

A 20-person wealth firm cuts client-process lead time by 60.4%: Sales and customer service

A small wealth-management firm mapped client administration and removed repeated delay, movement, and paper handling.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot process, no control group, and possible observation effects. The source's 186-person-day estimate is excluded because its repetition basis is ambiguous.

A 20-person wealth firm cuts client-process lead time by 60.4%: Technology and data

A small wealth-management firm mapped client administration and removed repeated delay, movement, and paper handling.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot process, no control group, and possible observation effects. The source's 186-person-day estimate is excluded because its repetition basis is ambiguous.

A 332-person credit union cuts mortgage cycle time by 24.5%: Operations

A medium credit union used a Baldrige-based management system to create process ownership and improve mortgage flow.

“The Baldrige framework has inspired our team to continuously enhance our processes.”Gerry Agnes, president and CEO

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-year transformation, not a controlled experiment. Market and growth factors can explain part of the change.

A 332-person credit union cuts mortgage cycle time by 24.5%: Finance and administration

A medium credit union used a Baldrige-based management system to create process ownership and improve mortgage flow.

“The Baldrige framework has inspired our team to continuously enhance our processes.”Gerry Agnes, president and CEO

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-year transformation, not a controlled experiment. Market and growth factors can explain part of the change.

A 332-person credit union cuts mortgage cycle time by 24.5%: Sales and customer service

A medium credit union used a Baldrige-based management system to create process ownership and improve mortgage flow.

“The Baldrige framework has inspired our team to continuously enhance our processes.”Gerry Agnes, president and CEO

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-year transformation, not a controlled experiment. Market and growth factors can explain part of the change.

A 332-person credit union cuts mortgage cycle time by 24.5%: Technology and data

A medium credit union used a Baldrige-based management system to create process ownership and improve mortgage flow.

“The Baldrige framework has inspired our team to continuously enhance our processes.”Gerry Agnes, president and CEO

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Multi-year transformation, not a controlled experiment. Market and growth factors can explain part of the change.

A micro education firm cuts course setup time by 75%: Operations

A micro education provider redesigned scheduling, tutor contracts, examinations, and attendance administration.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single organization. The source does not give original hours behind the 75% reduction, and the permanent-employee count excludes part-time tutors.

A micro education firm cuts course setup time by 75%: Finance and administration

A micro education provider redesigned scheduling, tutor contracts, examinations, and attendance administration.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single organization. The source does not give original hours behind the 75% reduction, and the permanent-employee count excludes part-time tutors.

A micro education firm cuts course setup time by 75%: Sales and customer service

A micro education provider redesigned scheduling, tutor contracts, examinations, and attendance administration.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single organization. The source does not give original hours behind the 75% reduction, and the permanent-employee count excludes part-time tutors.

A micro education firm cuts course setup time by 75%: Technology and data

A micro education provider redesigned scheduling, tutor contracts, examinations, and attendance administration.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: Single organization. The source does not give original hours behind the 75% reduction, and the permanent-employee count excludes part-time tutors.

A 12-person food bank cuts packing time by almost 36%: Operations

A small food bank redesigned the packing and replenishment process for community vending machines.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot at the Toa Payoh Food Pantry 2.0 site. Long-term control results were not available.

A 12-person food bank cuts packing time by almost 36%: Finance and administration

A small food bank redesigned the packing and replenishment process for community vending machines.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot at the Toa Payoh Food Pantry 2.0 site. Long-term control results were not available.

A 12-person food bank cuts packing time by almost 36%: Sales and customer service

A small food bank redesigned the packing and replenishment process for community vending machines.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot at the Toa Payoh Food Pantry 2.0 site. Long-term control results were not available.

A 12-person food bank cuts packing time by almost 36%: Technology and data

A small food bank redesigned the packing and replenishment process for community vending machines.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One pilot at the Toa Payoh Food Pantry 2.0 site. Long-term control results were not available.

A medium nonprofit cuts non-value-added work by up to 84%: Operations

A nonprofit assistive-device center redesigned parts storage and wheelchair-production flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One service center and two wheelchair variants. Clinical assessment time was excluded. The employee-band source is not contemporaneous with the intervention.

A medium nonprofit cuts non-value-added work by up to 84%: Finance and administration

A nonprofit assistive-device center redesigned parts storage and wheelchair-production flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One service center and two wheelchair variants. Clinical assessment time was excluded. The employee-band source is not contemporaneous with the intervention.

A medium nonprofit cuts non-value-added work by up to 84%: Sales and customer service

A nonprofit assistive-device center redesigned parts storage and wheelchair-production flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One service center and two wheelchair variants. Clinical assessment time was excluded. The employee-band source is not contemporaneous with the intervention.

A medium nonprofit cuts non-value-added work by up to 84%: Technology and data

A nonprofit assistive-device center redesigned parts storage and wheelchair-production flow.

Prepared by Ocmulgee Business Process Solutions from the cited independent source. This is not an Ocmulgee client engagement or an original Ocmulgee result.

Assumptions and limits: One service center and two wheelchair variants. Clinical assessment time was excluded. The employee-band source is not contemporaneous with the intervention.