See how other teams made work easier.

We wrote short notes about published studies. Sort them by type of company, company size, or team. These are not Ocmulgee client results.

How to use this page: Look for ideas, numbers you may want to track, and questions to ask about your own work. The evidence grade shows how strong and clear we think each source is. It is not a score for the company.

Type of companyCompany sizeTeam

Showing 24 of 24 studies

01Manufacturing

A five-person label maker raises productivity by 40.3%

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

Micro companyMain team: OperationsEvidence grade A

+40.3%productivity ratio-17.3%final-stage lead time358performance observations

Numbers reported or estimated by the source

Problem

A small team carried scheduling, setup, maintenance, production, and sales-office work with little spare capacity. Frequent setup and coordination demands limited the time available for productive work.

Solution

The company introduced 5S, faster changeovers, demand-led scheduling, and planned maintenance in sequence. Each change addressed a measured constraint before the team moved to the next part of the process.

Result

The overall productivity ratio rose from 3.70 to 5.19. The final stage also reduced lead time from 3.24 to 2.68 days.

What this may mean for each team

Operations: Standard work and faster setup increased output.
Finance and administration: Higher output per resource improved capacity economics.
Sales and customer service: Shorter final-stage lead time supported faster response.
Technology and data: Repeated observations made progress measurable.

We based this team note on the source. The study did not measure it as a separate result.

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

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Exploring the Impact of a Sequential Lean Implementation Within a Micro-Firm Download PDF

02Manufacturing

A 12-person apparel maker raises productivity by 40.23%

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

Small companyMain team: OperationsEvidence grade A

+40.23%units per hour-63.63%weekly defects-45.45%work in process

Numbers reported or estimated by the source

Problem

Uneven work, defects, excess inventory, and informal methods constrained a small production team. The variation reduced output and made quality problems harder to prevent.

Solution

The team standardized tasks, balanced the process, organized work areas, and used employee improvement proposals. These controls gave employees a common method and made deviations easier to identify.

Result

Productivity rose from 20.76 to 29.11 units per hour. Weekly defects fell from 22 to 8 and lead time fell from 6.315 to 4.77 days.

What this may mean for each team

Operations: Balanced work increased hourly output.
Finance and administration: Less work in process reduced tied-up resources.
Sales and customer service: Lower defects and lead time improved delivery reliability.
Technology and data: Process measures replaced informal judgment.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Lean Manufacturing Model for Productivity Improvement: Application in an Apparel SME Download PDF

03Manufacturing

A 165-person clothing maker triples line efficiency

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

Medium companyMain team: OperationsEvidence grade A

87.5%line efficiency-66.7%workstations8departments adopting 5S

Numbers reported or estimated by the source

Problem

Twelve workstations, uneven work, and limited visual control created low line efficiency. Work was distributed poorly, so the line could not use its available labor effectively.

Solution

The company used workplace cooperation, 5S, daily management, visual controls, and assembly-line balancing. The team combined workstations and redistributed tasks around the measured production demand.

Result

Workstations fell from 12 to 4. Calculated line efficiency rose from 29.17% to 87.5% and the smoothing index fell sharply.

What this may mean for each team

Operations: Line balancing reduced stations and uneven work.
Finance and administration: Higher line efficiency improved labor use.
Sales and customer service: More stable production supports delivery commitments.
Technology and data: Visual measures gave leaders a shared operating view.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Implementation of a Lean Manufacturing Approach to Improving Productivity in SMEs Download PDF

04Construction and trades

A 10-person contractor cuts quote time by 75%

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

Micro companyMain team: Sales and customer serviceEvidence grade A

-75%quote generation time-60%weekly quote effort+40 ptswin rate

Numbers reported or estimated by the source

Problem

Quotes took two hours, arrived the next day, and consumed 30 hours of work each week. The owner spent scarce capacity preparing estimates before knowing whether each lead was a good fit.

Solution

The company qualified leads, leveled workload, found root causes, and introduced an online quote calculator. The new flow standardized early estimates and reserved detailed effort for qualified opportunities.

Result

Quote generation fell to 30 minutes, and weekly quote work fell to 12 hours. The reported win rate also moved from 43% to 83%.

What this may mean for each team

Operations: Workload leveling protected field capacity.
Finance and administration: Fewer estimate hours reduced overhead.
Sales and customer service: Thirty-minute quotes improved customer response.
Technology and data: A calculator standardized estimating logic.

We based this team note on the source. The study did not measure it as a separate result.

“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

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Lean Implementation in a Painter/Decorator Micro Enterprise Download PDF

05Construction and trades

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

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

Small companyMain team: OperationsEvidence grade B

1 monthahead of schedule18houses in the pilot

Numbers reported or estimated by the source

Problem

Unstable work flow and emergency requests for labor and materials put the original completion date at risk. The project team needed a clearer view of sequence, demand, and resource availability.

Solution

The contractor applied lean production-system design, line-of-balance planning, and transparent work controls to an 18-house project. The plan made dependencies visible and helped the team coordinate work before shortages became urgent.

Result

The contractor completed the 18-house project one month before the original schedule. The paper also reports a large decrease in emergency resource requests but gives no count.

What this may mean for each team

Operations: Flow planning made field work more stable.
Finance and administration: Earlier completion can reduce time-based project overhead.
Sales and customer service: Earlier completion let the investor offer units sooner.
Technology and data: Visual plans made production status easier to see.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Implementing Lean Construction Concepts in a Residential Project Download PDF

06Construction and trades

A medium contractor cuts delivery delays by 40.48%

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

Medium companyMain team: OperationsEvidence grade B

-40.48%delivery-delay rate+47.23%estimation accuracy-52.75%noncompliant materials

Numbers reported or estimated by the source

Problem

Delivery delays, estimation errors, noncompliant materials, and coordination incidents created documented economic loss. Separate planning and purchasing activities made it difficult to control the full project flow.

Solution

The company combined SAP Business One with lean procurement, Kanban, standard planning, and daily coordination. The integrated approach connected project data with routine decisions about materials, estimates, and site work.

Result

Delivery delays, material noncompliance, and coordination incidents fell during the pilot. Estimation accuracy improved by 47.23%.

What this may mean for each team

Operations: Daily planning and pull signals improved site flow.
Finance and administration: ERP connected estimates, purchasing, and accounting.
Sales and customer service: Fewer delays support customer commitments.
Technology and data: Shared system data reduced coordination gaps.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Lean Construction Model for Supply and Planning Management in a Construction SME Download PDF

07Healthcare

A home-care microenterprise cuts dispensing defects by 36.7%

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

Micro companyMain team: Technology and dataEvidence grade A

-36.7%dispensing nonconformance-10.6 ptsnonconforming protocols+10.2 ptsconforming protocols

Numbers reported or estimated by the source

Problem

Errors in medical-supply dispensing and transport created nonconforming protocols for home-care patients. The company lacked a consistent measurement cycle for finding and correcting these failures.

Solution

The company introduced three indicators, collected structured data, audited results every 30 days, corrected nonconforming work, and retrained staff. The recurring review converted isolated errors into a controlled improvement process.

Result

Nonconforming dispensing protocols fell from 28.9% to 18.3% across two monthly measurement cycles. This was a 10.6 percentage-point decrease in the reported nonconformance rate.

What this may mean for each team

Operations: Monthly corrective action reduced dispensing defects.
Finance and administration: Indicator review focused scarce management time.
Sales and customer service: More conforming protocols protect patient service.
Technology and data: Three indicators created a repeatable control cycle.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Implementation and Monitoring of Indicators in a Homecare Micro-Enterprise Download PDF

08Healthcare

Small practices improve blood-pressure management by 6.9 points

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

Small companyMain team: Technology and dataEvidence grade A

+6.9 ptsblood-pressure management+6.3 ptscholesterol management134small practices

Numbers reported or estimated by the source

Problem

Practices lacked a consistent way to identify patients, act on performance data, and sustain outreach. Limited staff and analytic capacity made it difficult to turn clinical records into timely action.

Solution

The program combined EHR dashboards, patient identification, outreach workflows, and practice facilitation. Facilitators helped each practice adapt the common tools to its local workflow and patient population.

Result

Blood-pressure management rose from 67.9% to 74.8%. Cholesterol management rose from 71.8% to 78.1%.

What this may mean for each team

Operations: Standard outreach connected data to action.
Finance and administration: Facilitation focused limited staff time on priority patients.
Sales and customer service: Proactive outreach improved continuity of care.
Technology and data: EHR feedback made performance visible.

We based this team note on the source. The study did not measure it as a separate result.

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

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Practice Facilitation and Clinical Performance Feedback Using the Electronic Health Record Quote source: Million Hearts community outreach success story Download PDF

09Healthcare

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

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

Medium companyMain team: OperationsEvidence grade A

-11.2%total cycle time-27%investigation cycle time+3.78 ptsoverall efficiency

Numbers reported or estimated by the source

Problem

Patients moved through disconnected steps with long waits and low process efficiency. Delays occurred across registration, assessment, consultation, investigation, radiology, and pharmacy work.

Solution

The hospital mapped the full visit, used A3 problem solving, reorganized work, and changed triage and waiting areas. The team used measured delays to focus changes on the handoffs that affected the complete patient journey.

Result

Total cycle time fell from 75.8 to 67.34 minutes. Overall process efficiency rose from 16.35% to 20.13%.

What this may mean for each team

Operations: Flow redesign reduced waits between clinical steps.
Finance and administration: Better flow increased use of existing capacity.
Sales and customer service: Shorter waits improved the patient journey.
Technology and data: Pre- and post-measures guided changes.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Impact of Lean on Patient Cycle and Waiting Times at a Rural District Hospital Company-size source: Healthcare journal review: medium hospitals have 100-499 beds Download PDF

10Retail and hospitality

A restaurant microenterprise cuts service time by more than 31%

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

Micro companyMain team: Sales and customer serviceEvidence grade B

>31%service-time reduction+35.49%service-process performance<10 minnew service time

Numbers reported or estimated by the source

Problem

Service took 14.5 minutes and weak controls limited resource use and consistency. Unclear responsibilities and inventory practices made the customer experience difficult to repeat.

Solution

The company analyzed the process, clarified organization, improved inventory controls, and removed waste. The redesign connected staff roles, material availability, and the sequence of customer service.

Result

Service time fell from 14.5 minutes to less than 10 minutes. The source also reports a 35.49% improvement in service-process performance.

What this may mean for each team

Operations: A clearer service flow reduced delay.
Finance and administration: Inventory controls improved resource use.
Sales and customer service: Customers received faster service.
Technology and data: Time measurement established a baseline.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Plan de mejora para la optimizacion de recursos y procesos en microempresas restauranteras Download PDF

11Retail and hospitality

A 14-person retailer cuts communication cost by 33.9%

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

Small companyMain team: OperationsEvidence grade A

-33.9%communication cost per store+60.3%first-store inventory turnover20 daysimplementation period

Numbers reported or estimated by the source

Problem

Free-form ordering, unclear purchasing responsibility, inaccurate inventory data, and delayed replies increased communication cost. Store growth amplified the effect of inconsistent information and local purchasing decisions.

Solution

The company used standard order forms, two fixed order days, supplier-based purchasing ownership, one inventory ledger, and company-wide training. These changes created one repeatable purchasing flow across stores and headquarters.

Result

Observed monthly variable communication cost per store fell from JPY 8,595 to JPY 5,685. First-store inventory turnover rose from 1.16 to 1.86.

What this may mean for each team

Operations: Fixed order days and clear roles standardized replenishment.
Finance and administration: Variable communication cost fell after implementation.
Sales and customer service: Faster internal replies support store service.
Technology and data: One inventory ledger improved record consistency.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: The Work Activities Improvement Based upon a Business Process: A Case Study of Small Retail Firm in Multi-Store Development Download PDF

12Retail and hospitality

A mid-sized hotel cuts housekeeping travel by 65.87%

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

Medium companyMain team: OperationsEvidence grade A

-65.87%walking distance-23.88%cleaning activitiesTHB 24,090annual savings

Numbers reported or estimated by the source

Problem

Housekeepers completed 67 activities and walked 63.58 meters while cleaning the studied room type. Excess movement and fragmented tasks added time without improving the guest-ready result.

Solution

The team measured the flow, found root causes, and eliminated, combined, rearranged, or simplified work. The revised sequence placed tasks and materials in an order that reduced repeated movement.

Result

Activities fell from 67 to 51, and walking distance fell from 63.58 to 21.70 meters. Cleaning time decreased by 149 seconds for the studied room type.

What this may mean for each team

Operations: A shorter route reduced time and motion.
Finance and administration: The study calculated annual room-cleaning savings.
Sales and customer service: Faster room readiness supports guest experience.
Technology and data: Work-study data made hidden motion visible.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Improving Efficiency in the Housekeeping Operations Processes in Hotel Service Industry Download PDF

13Logistics and transportation

A transport microenterprise raises delivery compliance by 32 points

A transport microenterprise improved vehicle maintenance to protect delivery reliability.

Micro companyMain team: OperationsEvidence grade A

+32 ptsdelivery compliance-60.69%component changeover time+50 ptsinspection compliance

Numbers reported or estimated by the source

Problem

Vehicle downtime and slow component changes held delivery compliance at 58%. Maintenance variation reduced fleet availability and limited the company's ability to meet customer commitments.

Solution

The company used 5S, autonomous maintenance, inspection controls, and rapid changeover methods during a five-month implementation. The team standardized routine care and targeted the component-change process that kept vehicles out of service.

Result

Delivery compliance rose from 58% to 90%. Component changeover time fell by 60.69%, and inspection compliance rose from 33% to 83%.

What this may mean for each team

Operations: Faster changeovers and planned checks reduced downtime.
Finance and administration: Higher equipment availability protected capacity.
Sales and customer service: Delivery compliance rose to 90%.
Technology and data: Inspection measures made maintenance performance visible.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Lean-TPM Approach to Improve Delivery Compliance and Downtime Reduction in a Peruvian Microenterprise Download PDF

14Logistics and transportation

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

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

Small companyMain team: OperationsEvidence grade A

-78.94%operator response time105 to 51mpacking time+10.48 ptsOTIF

Numbers reported or estimated by the source

Problem

Search, packing, and operator response delays held OTIF performance at 67.3%. The warehouse and transport handoff lacked a consistent signal for when work should move.

Solution

The company combined workplace organization, digital pull signals, standard work, and measured simulations. The future-state design reduced search and response delays before the company evaluated the expected operating result.

Result

OTIF rose to 77.78%. Search, packing, and response time all fell in the evaluated future state.

What this may mean for each team

Operations: Standard work reduced search and packing delay.
Finance and administration: Less delay improved use of scheduled labor.
Sales and customer service: Higher OTIF improved delivery reliability.
Technology and data: Digital Kanban made demand and status visible.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Applying Lean Warehousing Tools to Improve OTIF Download PDF

15Logistics and transportation

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

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

Medium companyMain team: OperationsEvidence grade A

-91.6%picking-list time-89.9%verification time100%bot test accuracy

Numbers reported or estimated by the source

Problem

Manual shipment tracking, picking-list creation, and row-level verification consumed time and produced inconsistent accuracy at volume. Repetitive data work limited the capacity available for exceptions and customer needs.

Solution

The company built three focused bots, compared them with manual work, and simplified inbound and outbound workflows. Each bot addressed a defined task so the team could test speed and accuracy against the existing method.

Result

Picking-list time fell from 90 seconds to 7.6 seconds. Verification time fell by 89.9% on average, and bot accuracy reached 100% in the reported tests.

What this may mean for each team

Operations: Automated lists and checks shortened order handling.
Finance and administration: Lower unit effort released staff capacity.
Sales and customer service: More consistent order data supports reliable service.
Technology and data: Three focused bots improved speed and test accuracy.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Raising Logistics Performance to New Levels through Digital Transformation Download PDF

16Professional services

A 14-person software firm more than doubles productivity

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

Micro companyMain team: Technology and dataEvidence grade A

+143%process productivity-73.8%defect density-9.7 ptseffort deviation

Numbers reported or estimated by the source

Problem

Planning, quality, and delivery depended on inconsistent project habits. The small team needed a repeatable way to coordinate work and prevent defects as projects changed.

Solution

The firm introduced Scrum, daily visibility, iterative planning, code inspection, and unit testing. The combined method linked short planning cycles with routine quality checks and shared progress information.

Result

Process productivity rose from 7.6 to 18.5 lines per hour. Defect density fell from 31.3 to 8.2 per thousand lines of code.

What this may mean for each team

Operations: A regular cadence stabilized delivery.
Finance and administration: Lower effort deviation improved planning.
Sales and customer service: Lower defects improved client outcomes.
Technology and data: Tests and daily measures made quality visible.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Introducing Scrum in a Very Small Enterprise Download PDF

17Professional services

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

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

Small companyMain team: Technology and dataEvidence grade A

3 of 3teams at professional level4 weekscompetence measurement4.33/5reported usefulness

Numbers reported or estimated by the source

Problem

Two prior process-improvement efforts had stopped because staff lacked time and motivation. The company needed an approach that produced visible progress within normal project constraints.

Solution

Six engineers in three teams used weekly plans, effort estimates, feedback, scoring, and a shared historical-data record. The four-week cycle made expectations explicit and gave each team frequent evidence of its progress.

Result

All three teams progressed from intermediate competence in week one to professional competence in week four. Their final assessment scores were 103, 100, and 113 points.

What this may mean for each team

Operations: Weekly planning made delivery work more explicit.
Finance and administration: Effort estimates supported project control.
Sales and customer service: Better planning can improve delivery commitments.
Technology and data: A shared history supported estimation and follow-up.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Gamification for Software Process Improvement: A Practical Approach Download PDF

18Professional services

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

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

Medium companyMain team: Finance and administrationEvidence grade B

>50%write-off reduction-80%correction time11offices

Numbers reported or estimated by the source

Problem

Defects, write-offs, review loops, and bottlenecks consumed scarce seasonal capacity. Rework reduced the time that experienced staff could spend on client service and high-value review.

Solution

The firm standardized routine work, measured defect categories, managed bottlenecks, and redeployed resources. Leaders used the defect data to focus improvement on the errors and constraints with the largest capacity effect.

Result

Tax-process write-offs fell by more than 50% in one year. Correction time for major defect categories fell by 80%.

What this may mean for each team

Operations: Bottleneck management stabilized seasonal flow.
Finance and administration: Write-offs and rework fell.
Sales and customer service: Fewer corrections protect client trust.
Technology and data: Defect categories focused improvement work.

We based this team note on the source. The study did not measure it as a separate result.

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

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Get Results: Improve Your Accounting Firm Processes Using Lean Six Sigma Download PDF

19Financial services

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

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

Micro companyMain team: Technology and dataEvidence grade A

-93.8%invoice entry time-87.5%tax-file preparation time<1/monthreported errors

Numbers reported or estimated by the source

Problem

Manual invoice entry, separate files, and hand-built tax submissions consumed time and created data-entry errors. A five-person firm had to repeat the same administrative work across as many as 200 client accounts.

Solution

The firm implemented an ERP system with optical character recognition, centralized records, and automated tax-file generation. The new process captured invoice data once and reused it for records, declarations, and required files.

Result

Invoice entry fell from eight minutes to 30 seconds. Tax declaration and JPK preparation fell from up to four hours to 30 minutes.

What this may mean for each team

Operations: Standard digital intake shortened routine work.
Finance and administration: Invoice and tax-file preparation time fell.
Sales and customer service: Faster processing supports up to 200 clients.
Technology and data: OCR and centralized records replaced separate files.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Digital Transformation of Accounting Processes in a Micro-Enterprise Download PDF

20Financial services

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

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

Small companyMain team: Finance and administrationEvidence grade A

-60.4%client-process lead time72%process efficiency-290movements per cycle

Numbers reported or estimated by the source

Problem

The annual client-valuation process took more than two hours and contained five non-value-added steps. Excess movement and paper handling increased effort without improving the client output.

Solution

Researchers mapped the 16-step process, removed five steps, and redesigned the remaining work around customer value. The future-state flow reduced handoffs, movement, and documents while preserving the required valuation work.

Result

Lead time fell from 2:03:11 to 0:48:46. Process efficiency reached 72%, with 290 movements and nine paper sheets removed per cycle.

What this may mean for each team

Operations: Simpler handoffs reduced elapsed time.
Finance and administration: Five non-value-added steps were removed.
Sales and customer service: Clients received faster valuation service.
Technology and data: The process map exposed hidden waiting.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Applying Lean Principles to a Professional Service Firm: Findings from a Pilot Study Download PDF

21Financial services

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

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

Medium companyMain team: Finance and administrationEvidence grade B

-24.5%mortgage cycle time+11.1%loans per closer+15 ptsrelationship NPS

Numbers reported or estimated by the source

Problem

The organization needed consistent process ownership, faster lending, and clearer performance control during growth. Increasing scale made informal coordination less reliable across teams and branches.

Solution

Cross-functional teams used process management, standard work, member feedback, and structured management meetings. The management system connected named process owners with routine measures and member expectations.

Result

Mortgage cycle time fell from 49 to 37 days. Output rose from 90 to 100 loans per closer per month, and relationship NPS rose from 35 to 50.

What this may mean for each team

Operations: Process ownership shortened mortgage flow.
Finance and administration: Output per closer increased.
Sales and customer service: Relationship NPS rose from 35 to 50.
Technology and data: Structured reviews connected measures to decisions.

We based this team note on the source. The study did not measure it as a separate result.

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

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Elevations Credit Union Baldrige Award Profile Quote source: Elevations Credit Union Baldrige statement Download PDF

22Nonprofit and education

A micro education firm cuts course setup time by 75%

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

Micro companyMain team: Finance and administrationEvidence grade A

-75%course setup time4administrative processes redesigned<=10permanent employees

Numbers reported or estimated by the source

Problem

Manual course setup, paper contracts, email editing, and attendance searches created repeated work and data-entry risk. A small permanent team spent limited administrative capacity moving information between disconnected tools.

Solution

KES used DMAIC, process mapping, standard work, web forms, cloud spreadsheets, visual control, and automated workflows. The redesign connected scheduling, contracts, examinations, and attendance through simpler shared data flows.

Result

Revision-course setup time fell by 75%. Web forms replaced paper tutor contracts, and staff could retrieve attendance reports on demand.

What this may mean for each team

Operations: Standard work shortened course setup.
Finance and administration: Web forms removed paper contract preparation.
Sales and customer service: Faster records support tutors and learners.
Technology and data: Cloud workflows joined scheduling and attendance data.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Lean Six Sigma and Digitalization in a Micro-Enterprise: Kilmartin Educational Services Download PDF

23Nonprofit and education

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

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

Small companyMain team: Finance and administrationEvidence grade A

-36%packing time-33.3%volunteers required12staff members

Numbers reported or estimated by the source

Problem

Three volunteers used an inconsistent packing flow with excess movement and local decisions. Variation in roles and replenishment made each packing cycle harder to predict and supervise.

Solution

University researchers used DMAIC, customer analysis, process-value analysis, a spaghetti diagram, and 5S in a live pilot. The team clarified roles, reduced travel, and tested the revised flow under operating conditions.

Result

Packing time fell by almost 36%. Required labor fell from three volunteers to two while the supervisor gained clearer process control.

What this may mean for each team

Operations: The new layout and sequence shortened packing.
Finance and administration: The process used one fewer volunteer per run.
Sales and customer service: Customer preferences informed replenishment.
Technology and data: DMAIC measures made waste and control points visible.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an Ocmulgee result.

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

Read the source: Application of Lean Six Sigma to Improve The Food Bank Singapore's Vending Machine Replenishment Process Company-size source: The Food Bank Singapore 2021 annual report Download PDF

24Nonprofit and education

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

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

Medium companyMain team: OperationsEvidence grade A

-84%non-value-added time-30%production cycle time92%process efficiency

Numbers reported or estimated by the source

Problem

Disorganized parts storage increased search time, movement, production delay, and non-value-added work. Employees had to locate materials in a system that did not reflect demand or point-of-use needs.

Solution

The center used DMAIC, value-flow analysis, 5 Whys, 5S, ABC inventory, ergonomic storage, visual labels, and min-max replenishment. The redesigned storage system placed frequently used parts clearly and established controls for replenishment.

Result

Non-value-added time fell by 82% and 84% for two product variants. Both cycle times fell by 30%, and process efficiency reached 90% and 92%.

What this may mean for each team

Operations: Storage and flow changes shortened production.
Finance and administration: Less searching improved use of scarce resources.
Sales and customer service: Faster production supports device recipients.
Technology and data: Visual labels and min-max controls stabilized inventory.

We based this team note on the source. The study did not measure it as a separate result.

Ocmulgee wrote this note from the source linked below. The company was not an Ocmulgee client. The result is not an 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.

Read the source: Implementation of the Lean Six Sigma Framework in Non-Profit Organisations: A Case Study Company-size source: Maria Social Welfare Foundation organization profile Download PDF