Case Studies

Kerry’s Place Recruitment and Screening Process Improvement

The current problem facing Kerry’s Place withrespect to the recruitment and screening process is that the time to hire takes too long, is inconsistent and involves too many steps. Collecting data enabled the Steering Committee to understand what would indicate an improved state and began the conversation about the opportunities that would allow the reduction […]

Operational Assessment Case Study

Sims Custom Woodworking

Executive Summary Sims Custom Wood Working is a manufacturing company that fabricates and installs post form laminate, beveled edge laminate and solid countertops. They also sell a variety of sinks including under-mount sinks which have seen increased demand recently. Sims requested Operational Assessment, funded by Fednor SMART productivity assessment program. Upon completion of the operational […]

Rod Line Process Improvement

George Strydom Atlas Copco

Executive Summary George Strydom, Production Flow Manager at Atlas Copco used the four phases of Timelined Consulting Inc.’s lean methodology, Launch, Explore, Achieve and Normalize, in order to identify and eliminate waste in multiple areas of their Rod production line. Using this four phased approach to identifying and addressing challenges in the manufacturing process allowed […]

Assessment Programs, Process Improvement in the Community Service Sector

Roxane Zuck Monarch Recovery Services

Executive Summary Roxanne Zuck, Program Supervisor, from Monarch Recovery Services, identified that the Pregnancy Parenting Outreach Program (PPOP) assessment process was taking a long time. Roxanne decided to take action in order to reduce the time it took to perform the assessment. By using Green Belt/Productivity Leader tools, an informed problem statement was developed and […]

LEGO® SERIOUS PLAY® at Nipissing Mental Health Housing and Support Services

Planning with PACE.Project

Executive Summary LEGO® Serious Play® was used at a Nipissing Mental Health Housing and Support Services (NMHHSS) North Bay Program Planning session in order to bring multiple mental health partners in the North Bay community together, working on the same project. The LEGO® Serious Play®   methodology allowed all stakeholders to effectively illustrate their point of view […]

Lean Implementation in Health Care Using Value Stream Mapping

Melanie Briscoe & Shaen Gingrich North East Specialized Geriatric Center

Executive Summary North East Specialized Geriatric Service Center (NESGC) is a healthcare provider who delivers specialized care for older adults with complex health needs throughout northeastern Ontario. NESGC used the PACE Lean approach to tackle 2 specific challenges clinicians were faced with. By using a variety of tools including an A3 assessment, Gemba walk and […]

Admission process at SJCCC

St Joseph’s Continuing Care Center

Executive Summary Gayle, Occupational Therapist / Patient Flow Coordinator, and Josiane, RPN/RAI coordinator, identified an area of improvement in one of the processes at St Joseph’s Continuity Care Center. Staff used process improvement tools such as a Root Cause Analysis and Process Map in order to identify areas of waste. Once areas of waste were […]

Canadian Mental Health Association

Chantal Makela and Tina Ranta

Executive Summary  Tina Ranta Manager of Harm Reduction Home and Chantal Makela Manager of Administrative Services from the Canadian Mental Health Association (CMHA)- Sudbury/Manitoulin, worked together to address the limited access clients had to agency services. By using Lean productivity tools Tina and Chantal where able to collect and analyze data in order to create […]

ALC Days waiting for Bedded Rehab at SAH

Dana Corsi

Executive Summary   Dana, Project Coordinator, from North East Specialized Geriatric Center used Lean tools, including an A3, Root Cause Analysis and Spaghetti Diagram to collect and analyze data concerning the identified challenge of reducing ALC days waiting in acute care for a bed within the Sault Area Hospital (SAH) Assess & Restore Unit. Once […]

Filling Open Shifts

Bruce Drake

Launch and Explore  When determining what the problem statement should be, it was found that There were 10-15 sick calls per day which took, on average, 20 phone calls to fill one shift. It was also found that calls were being made to fill shifts on the same day. Staff indicated that if they were […]

Goldstrike Digital Adoption

Barrick Gold

From a frontline delivery perspective, PACE helped coach our digital adoption team towards sustainability in achieving our long-term goal of supporting Short Interval Control initiatives at 1 of Barrick’s Nevada operations. With their knowledge of communications, change management, project management and process principles, PACE acted as a partner to leverage, focus, and activate the skills […]