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POSITIVE PRODUCTIVITY RESULTS

Employees comment on how easy and useful it is to use a TimeCorder^®. After their orientation sessions, they often thank us for the opportunity to participate!

PARTICIPANT COMMENTS

I can't believe how fast two weeks have gone by and I'm looking forward to seeing the results.

Ron Barber, Agilent Technologies Inc.

Hello, just a quick note to say I enjoyed using the TimeCorder^® and I am really looking forward to the results. The experience has made me very time conscious, which is a good thing!! I also enjoyed your book; you get the point across really well. Enjoy your day.

Laura M ah araj, Bank of Nova Scotia , Personal Banking Officer

The staff has commented on the ease of use of the TimeCorder^®. The exercise pointed out the variations in duties performed daily as well as the numbers of interruptions. This was a fun way to track where our time is spent! Mark, we're looking forward to receiving your recap of the results.

Assistant Branch Manager -Royal Bank of Canada

CLIENT RESULTS

The TimeCorder^® has two major advantages over our more traditional methods for data collection. First, our people perceive using the TimeCorder^® as their way of participating in a process. They are not intimidated and have established ownership and interest in conducting the studies. Second, we have been able to reduce dramatically the cost of obtaining the data for work measurement. I still can't get over the favorable reception our people have given your TimeCorder^®.

Luis Pena, Metropolitan Life

The TimeCorder^® data you presented was a real eye opener as to the lack of time spent in long range / short range planning for future tasks. Our Executive all agreed that you came up with concrete solutions for this challenge and I think the group interaction and idea-sharing helped many employees who attended the presentation.

Susan Gaston, President, North York Elementary Secretaries Association

CLIENTS WHO HAVE BENEFITED

CASE STUDY

A major bank ran studies one year apart among personal banking officers in retail branches. One of the key measures of interest was time spent selling to customers. These activities are conducted over the phone, via scheduled appointments and with customers who walk in seeking assistance. In the pre-study, selling time represented just 12.6 hours per week, or 29% of the time. Meanwhile administration time, spent on documenting calls, reviewing reports and miscellaneous administrative duties was 11.5 hours, or 27%.

Remaining time was spread among planning, servicing, sales management and personal time.

A number of process improvement initiatives were put in place including increased training and centralization of administrative duties. 18 months later, selling time increased by 4 hours per week to 16.6 hours. This now represents 37% of the time. The net effect is that sales people can increase their profitable sales because of the changes in time allocation.

Please accept our sincere appreciation for the assistance which you provided us with the Telephone and Over-the-Counter Inquiry study. Working with your "Activity Measurement Report" we have been able to corroborate our original assertion, and are now in a position to make a workload adjustment to the branch network which will accurately reflect the time spent fielding incoming telephone inquiries. Mark, we appreciate your cooperation and expertise, and look forward to working with you on future initiatives.

Glenda Hummel, Senior Vice President, Bank of Nova Scotia

We'll create the benchmarks, train your team, give you the tools,
and do whatever it takes to create immediate, measurable improvements.