Tag Archives: Alexander

Case Study for Alexander Petroleum

In 2005, Alexander Petroleum became concerned at the growing number of speeding exceptions and the high levels of fuel consumption they were seeing in their fleet of fuel tankers. As a result they introduced driver best practice systems to see if they could improve the performance of the company. The system had four components comprising:…
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Case Study for Alexander Dennis Limited

Project: The team was assembled from the Falkirk site with the objective of improving material supply to point of use. Twenty-five vehicles are produced each week with over 10,000 individual components per bus, which relates to approximately 30 kits per vehicle. The project began with an understanding of the current “Goods Receiving” process. This led to the team setting out the steps involved in the receiving of materials into the supply chain and visualising how materials are processed to meet all quality requirements.






Analysis: The” Goods Receiving” process was mapped out by the team and displayed on-site to communicate flow of activity across the workforce. Issues and problems were documented on the process map and these were collated by the team. It became clear to all where the bottlenecks were allowing the team to progress their analysis. The key tools used following the process mapping were:…
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Brand Faithful Case study

For over 120 years an Australian-owned and operated company, Stuart Alexander, has imported, distributed and, more recently, owned some well-known food and confectionary brands in Australia and New Zealand. Its brands include Rosella condiments, Luken & May biscuits, Mentos sweets, Guylian chocolates and Werther’s Original toffees. Stuart Alexander’s slogan is ‘Building brands is our business’. But its CEO Garry Browne says brand-building can be perilous and consumers unforgiving.

Browne says: “Margins are under pressure and identifying new categories where you can grow and develop your brands is becoming far more difficult. The speed of lifestyle changes among consumers has accelerated and brands have to keep pace. It means you really have to be on your mettle to deliver success for your stakeholders.” Click here to read more…

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Case Study on Alexander Dennis Limited

Case Study about Alexander Dennis Limited

Lean Project: The team was assembled from the Falkirk site with the objective of improving material supply to point of use. Twenty-five vehicles are produced each week with over 10,000 individual components per bus, which relates to approximately 30 kits per vehicle.





Lean Analysis: The” Goods Receiving” process was mapped out by the team and displayed on-site to communicate flow of activity across the workforce. Issues and problems were documented on the process map and these were collated by the team. It became clear to all where the bottlenecks were allowing the team to progress their analysis.

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Case Study on Kofinas Perinatal

Introduction: Kofinas Perinatal needed to improve the manageability and reliability of its IT infrastructure to provide better patient care. The physician’s office deployed Windows Essential Business Server 2008 and has since cut IT chores by 20 percent, leaving more time to spend with patients. The solution has also helped the business significantly reduce overhead by consolidating its server environment and streamlining daily tasks.





Business Needs: Kofinas Perinatal specializes in helping patients with histories of pregnancy complications give birth to healthy babies. To this end, Alexander Kofinas, M.D., Director and Founder of Kofinas Perinatal, must be highly focused on the needs of each patient. The physician relied on an outsourcer to manage his office’s IT infrastructure, but he was beset by technology management chores. “I spent hours each day troubleshooting workstations and printers,” says Kofinas. These distractions robbed him of time with patients, resulting in higher stress for him and his staff.

Case Study of Sales Effectiveness

Situation: This distribution company was experiencing declining year-over-year growth. Individual sales representatives were responsible for building their own base of business, and their compensation increased and decreased with the growth of their territory. The effort required to manage the baseline business does not always allow enough time to identify new customers and increase penetration in low volume accounts. Many reps were experiencing workload issues as they tried to expand heir business.






Solution: Alexander Group conducted a sales time benchmarking assessment based on a statistically significant sample size of sales representatives with varying territory compositions. The purpose of the study was to gauge how sales people allocate their available time across 10 categories from sales to non-sales related activities. Topline findings were:…
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