Client Stories

The Value We Bring

“Quantum Associates service was excellent. I appreciated the attention to detail and the personal attention provided to the staff.
The reporting, mapping, and overall process was absolutely perfect."
- Delivery Services Manager, Abbott, Abbott Park, IL

What is Management Consulting?

A person or firm primarily retained to provide solutions to problems. The typical benefits of hiring a management consultant include the following:

  • Independence—the management consultant brings an independent view of issues and should not be biased by company culture or politics.
  • Skills—the management consultant brings knowledge, creative skills, experience, and industry insights gained through similar projects. These skills bridge the gap to arrive at a solution.
  • Analysis—A management consultant is likely to bring analytical tools, methods, and best practices that might not otherwise be available to others in your company.
  • Resource—the management consultant’s time and costs are a variable cost that can be managed by the client. Your company cannot possibly retain full-time people with all the necessary skills and expertise for all your special project needs.

These stories from our clients provide examples of the solutions we have generated for our clients.

Stories that Demonstrate Measurable Results

We can show you how to use this cycle to improve your processes.

Continuous Improvement Cycle

The overbooked Reactor

The director of manufacturing of a major active pharmaceutical ingredient manufacturing company contacted us because the sales group had overbooked the capacity of one his major reactors by 34 days. The manufacturing plan including changeovers was 399 days. This plant operated 24/7. There wasn’t enough time to expand his capacity by installing additional equipment, which would take at least a year. He needed to improve his capacity on the reactor to meet the sales projections within the next 3 months. Not a pretty situation is it? The company went from a fire fighting mode to improving their changeover time between batches in the reactor from 11 days to 3 days, which was a 73% reduction, thereby increasing their capacity and enabling them to meet the oversold capacity within 2 months without any additional capital spending. The projected increase in revenue from this increase in capacity is $15 MM per year. Changeovers for many of the other products was reduced an average of 50%.

Increase Cannabis Capacity

The CFO of the number producer of cannabis edibles in California called us with a manufacturing problem. He was concerned that with the growth of their business if the manufacturing plant had the capacity to keep up. A problem that will keep you up at night isn’t it. The client went to fear and trepidation about plant capacity to resting assured that with some modifications the plant had the capacity to handle 3 times the current sales volume. He is sleeping better now.

Implement  Quality System & Improve Engineering Quality and Turnaround Time

The director of quality of mid-market chemical firm serving the refining, oil and gas production and petrochemicals industries called us with a big problem. They needed to achieve ISO 9001 certification for its Gas Technology project engineering group within the next 12 months and improve their engineering process. He was frustrated at how long it was taking and how much it was costing. If this scenario continues the company would lose market share. Not a pretty picture is it? The client went from an undocumented quality system to a documented digitally linked quality system, implemented the quality system and passed the registration audit within 9 months, 3 months ahead of schedule. The engineering process was streamlined reducing turnaround time 20% at a cost reduction of $250,000/year.

Reduce End-to-End Processing Time

The director of operations of major contract packager to the most recognizable brands in the world contacted us because he was receiving customer complaints on how long it was taking to fill an order. He needed to improve his turnaround time to improve the customer experience.  Intent on reducing his end-to-end processing time. He thought back-office paperwork processing of the job folders was a real problem that could be better controlled.  The client went from 17 hours of back-office processing time per job folder to 8 hours (they averaged 5 job folders/day), which increased order processing capacity by 47% without an increase in headcount and improved his overall end-to-end processing time.

Our blueprint for success…helping you do more with less.

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