Situation:
A major automation and control systems company faced a major problem with one of their products ($1mm per month in failure costs) and had failed at every attempt to find the root cause. The pressure was getting very intense to correct the problem, yet no progress was happening.

Response:
A corrective action team was formed to study the problem in depth and find a solution. The team decided to apply the DECISION FOCUS process of Problem Analysis to the problem. Using the process, they systematically analyzed the problem characteristics, identified distinctions and relevant changes, created theories and tested the validity of each theory. Within two weeks the cause was discovered, verified, and corrective action taken. The team discovered that the problem occurred because of a specification change from a component supplier. Although the change fell within the stated specification tolerances, it nonetheless caused the unexpected failures.

Results:
The problem was permanently corrected at minimal cost to the company. This result was achieved because the correct problem solving process was used, and it allowed the team to focus its energies on the relevant issues and data, and set aside the non-relevant. The company has since decided to make DECISION FOCUS mandatory training for all supervisory and management personnel.

Situation:
A major biomedical instrument systems manufacturer was challenged to reduce the number of delays that occur during the installation of their precision instrument systems at client sites (hospitals, clinics, labs). Delays were costly in a number of ways: cost overruns, lost revenue and customer dissatisfaction. The client was also increasingly concerned that its competitive edge was challenged because of these delivery and start up delays.

Response:
A cross functional team studied the problem in depth and found that many of the more significant delays were caused by factors controlled by their customers. If customer-caused delays could be reduced or eliminated, the problem would be virtually solved. Now the challenge became how to collaborate with customers to proactively identify and eliminate these problems before they happen at each installation.

To address this need, a customized model of Problem Prevention (from the DECISION FOCUS toolkit) was created. The project focused on several deliverables:

• Creation of best practices templates (specific tactics that drive successful installations)
• Identification of potential problems that typically delay installations at crucial points during the installation process
• Things customers do that cause these problems
• Strategies to prevent these problems before they occur
• Strategies to limit delays in the event problems do occur

Results:
The new system has reduced installation time and problems by over 30% during the test programs, and is now being implemented on a permanent basis. Field personnel report that what was once a liability (installation delays) is now a competitive advantage (collaborative, on time product installations). In addition, the new protocol is being extended to the full line of precision instruments manufactured by the company.

Situation:
An insurance and financial services firm in a highly regulated environment had enjoyed semi-monopoly status, and this was about to change. Service levels and attention to the customer became top priority. The decision was made to reorganize the company away from functional silos to geographically focused customer service teams. Customers now have one point of contact for all their needs. Growing the business and building customer loyalty now rests with each team of approximately 25-40 people. The teams are located in multiple sites, and meet all together once a year.

Response:
The firm chose TEAM FOCUS as core training for all geographically focused teams. During the training, each team created its new purpose, agreed on specific operating goals and metrics, and clarified roles of all members. They also laid the groundwork for positive working relationships, and agreed on expectations and accountabilities for individual and group work. The training was rolled out one module at a time over a four month period to provide a continual focus on the importance of the team concept in achieving the firm's overall objectives.

Results:
The transition to teams has been successful and Year 1 objectives have been met. The firm estimates that the TEAM FOCUS transition process has cut six months off the team's evolution and development.

Situation:
One of the nation's largest banks and financial institutions was experiencing rapid growth in its Midwest Private Client Services Division. To serve clients better, they decided to merge four separate business groups into one unified organization. The groups had very distinct cultures and the leader knew that success hinged on a smooth transition to the new service delivery system.

Response:
The organization chose to implement key tools and processes from both Decision Focus and Team Focus as part of the transition strategy. Decision Focus provided the management team with the tools to identify priorities, make decisions, and have a common language of problem solving within the new organization. Team Focus helped each group not only recognize their differences from a positive perspective, but to also begin to embrace the idea that there was real value in these differences.

Results:
The new organization has helped the business grow bottom line results year over year for the past 3 years. The Senior Vice President in charge of the Private Client Services business said this:

"What I immediately liked about the Decision Focus and Team Focus was the practical nature of the tools; how they helped us focus on the important issues and not get sidetracked on the clutter. Middle management is many times very hesitant to make decisions, and as a result either don't make them, or spend too much time trying to guess what the right decision should be. The Decision Focus process really gave us a great tool to empower our people. They have stepped up and developed some extraordinary new programs to grow the business. I believe this consistent focus has helped channel our talent to achieve these results."

Situation:
Two global manufacturers of home appliances and electronics had recently agreed to partner on a joint development project. The objective was to create new breakthrough ideas for product designs, concepts, and related manufacturing systems and methods. One manufacturer was based in the USA, the other in Europe. Engineers and development personnel from both companies were invited to a series of sessions to generate ideas on how the two companies could partner in the development of products and services for the next 5-10 years. They were looking for breakthrough ideas, not incremental changes in their current businesses.

Response:
The meeting sponsor allocated the first day for some "get acquainted" activities and developing the basics for a team charter. On the second day, a certified FOCUS instructor facilitated an idea generation session using Idea Spurs, one of the tools from CREATIVE FOCUS. The process required about 75 minutes to go through all the Idea Spurs and related idea generators. When they finished, the team completed 41 flip chart sheets with 596 idea spurs. The ideas fell into several categories, and category flip charts were prepared and divided into three columns: Current Technology, Emerging Technology, and Future Technology.

In the next step, the team reviewed each sheet of idea spurs, eliminated duplicates and selected the "promising ideas", based on previously agreed upon criteria. When they finished, the team had 235 promising ideas.

The next phase involved further research into the list of 235 promising ideas. During the next four months, sub-teams researched each grouping of ideas. In December, they presented their results and recommendations to an executive committee from both companies, and were given approval for the next phase of their project.