{Our Results}

Category: Business

Efficiency and Work Flow Optimization Study


This private client completed a strategic acquisition of a facility maintenance management company to add to its portfolio of management service provider companies. For several years following the acquisition, the leadership structure worked diligently to fully integrate the personnel, processes, and technology, as well as make adjustments that would provide for a more scalable and flexible organization. While much progress was made, the organization was still experiencing growing pains and unable to scale as it needed, due to the legacy processes and technology in place.


Martin-McGill was engaged to assess the organizational structure, people, processes, technology, metrics, and reporting of its preventative maintenance division. The goal of the assessment was to identify opportunities to improve operational efficiency while also improving the organization’s bottom line. Martin-McGill proposed a series of strategic and tactical recommendations that could be leveraged to improve both operational and financial performance.


These changes – along with other business process re-engineering, people, and technology improvements – have improved the fiscal health of the company and customer service.  The last time we spoke with the Vice President responsible for the change program of this $50M+ services company, he cited a $1.6 million reduction in operating expense resulting from the changes they had implemented thus far.

Since the completion of the assessment, the client has implemented many recommendations from Martin-McGill and undertaken an employee led change management program focused on removing non-value-added processes, reducing cycle times, and increasing consistency and standardization.  This team has been responsible crafting and implementing solutions for the recommended the improvements.  Some of the re-engineering efforts included:

  • Developing an organization structure that more closely aligns the billing and financial functions to the operational department to provide additional fiscal and process leadership, as well as more closely align the goals and objectives of the two teams.
  • Improving the phone prompt system to help callers get to their desired destination faster. This change resulted in a more than 75% decrease in call volume flowing through the incoming call team and significant decrease in wait time for the callers.
  • Standardizing work order job scopes, improving system status and customer service representative note procedures that resulted in a reduction in the overall work order lifecycle duration.
  • Expanding the open office hours to better meet the needs of its customers, along with providing better work life balance to its employees by reducing the amount of time they are “on call.”