It's the people! Capital, raw materials and technology sit idle until someone does something with them. What people do with these assets determines whether a business wins or loses. It's that simple--and that hard.   

Here's what we do:  

• We help organizations dramatically improve operating and financial performance through strong leadership and their people.
• We guide business leaders through periods of major change and transition.
• We connect the leadership's business strategy to the people who have to execute.
• We provide perspective based on in-depth knowledge of how organizations really work and best practices. 

Here are some examples:  

• An Owens Corning manufacturing plant invested $50 million in new technology but didn't get an acceptable performance lift.  In a five-month engagement, we helped improve productivity 9%. We focused the plant's energy on improving safety, quality and productivity, with a special focus on removing costly downtime. We helped seven other plants make significant productivity improvements.
• FedEx Express needed to increase U.S. export volume in one of its largest US operations. By reducing silos between functions and aligning strategic goals and incentives, we helped increase volume by revenues by 23%, all with a 1,447% ROI. We replicated the success across five other FedEx regions, increasing $6.1 million, with a 1,660% ROI.  The company used the same processes to reduce accidents 54% in one operation and freight claims by 25% in its major hub.
• ConAgra Foods wanted to reduce accidents in one of its plants, then replicate what that plant accomplished across a business unit.  We helped align leadership, measurement, communication, people and work processes to reduce accidents by 35%. During that time, turnover declined 27%.  We provided plant leaders throughout the business unit with tools and processes to replicate the achievements. ConAgra then asked us to help improve quality in its supply chain.  We helped a large distribution center improve quality by 65% and inventory adjustments by 63%. During this time, productivity increased 16%.
• Honeywell wanted to improve service technician productivity in one of its big business units. We helped it introduce a new technology system that successfully eliminated 1.4 million process steps per week, reduced paper by 93% and knocked the company's billing cycle from 27 days to just under 7 days. 

"Leading a major organizational and cultural turnaround is never easy. But Jim Shaffer's advice and experience has been invaluable in helping our leadership team provide proper focus and direction, increase employee engagement and most importantly, take business performance to unprecedented levels."

  - David Rabuano, Vice President of Commercial and Industrial Business, Owens Corning