Case Studies

Employee Performance Case Study

The support and influence of employees has a strong impact on the success of any company. This was the concern of one client when he called Currie Management Consultants. 

In the process of reviewing the clients’ business procedures, financial reporting, and management practices, we found a passion for excellence but a fuzzy focus of what defined success. 

Our involvement with the client came in three stages. First we conducted workshops to identify the benchmarks of success for the executive team of thirty managers. Second we organized a set of Performance Scoreboards for all job positions to clarify the expectations, how the progress was measured, and the priority of each job element. And finally we expanded the Performance Scoreboards to establish a very concrete basis for the company’s incentive plan.

Employee reaction was very positive. They found the job easier to understand. They better understood how to work with other departments.

And most of all, they now know what is expected of them.

Service Case Study

Beginning in 1996, Currie Management Consultants was retained by a large publicly held corporation to work with their service department. This client represented a number of engine and commercial product manufacturers covering about 40% of the United States.

There were approximately 600 technicians in the beginning. Financial reporting existed, but it was not designed with clear expectations, and service productivity reporting was not being used.

Over a five year period, Currie Management Consultants worked with corporate branch service managers in two-day seminars approximately every six months. We not only covered expectations, financial and labor reporting, but also aided the client in designing marketing programs, creating an award winning customer satisfaction system and management training for operational managers (many who went on to manage entire branches).

By the end of our engagement, the client had over 900 technicians, and had more than doubled their department net profit percentage.