FBM -An operations management consulting firm.

This electric utility located in the South Central United States, through the consolidation and merger of numerous regional utilities, has grown to encompass four states. Recent cost cutting initiatives, work force reductions and reports of governmental deregulation of the utility industry left the Transmission Business Unit with less than desired system reliability and with employees uncertain about the future. It was evident to management that they needed to refocus their attention on improving asset maintenance and preservation. However, the numerous team building initiatives that were enacted were viewed by employees as "flavor of the month" programs, with little lasting impact on the organization.

The work management process was not utilized fully and consistently by everyone in the grid locations resulting in all the work not being identified, the inability to determine staffing requirements and inaccurate equipment histories.

Work prioritization decision processes varied throughout the organization, but largely were opinion based and could change without notice, resulting in high costs.

Efforts to plan and schedule work were ineffective due to the nature and volume of corrective/routine maintenance activity.

Problem identification was verbal with no documentation or follow-up on recurring issues or any formal problem solving process.

Performance measures were not used at the craftsmen level, leaving to chance any clearly defined expectations and often resulting in conflicting goals at the supervisor level.

Implemented the Fact Based Management "Seven Element" Management Process utilizing an interactive and participative design process.

Established a team of planner/schedulers and developed their skills, along with a priority decision process, to organize the work load and minimize break-in/emergency work.

Established and clarified roles, responsibilities, and accountabilities that more effectively support teamwork and involvement at all levels of the organization.

Established a Problem Solving Process and developed skills of Variance Teams to address operational problems and improvement opportunities.

Developed a Shared Solutions process to accelerate the improvement effort across the Transmission organization.

Established Key Process Indicators and communications forums, where goals and expectations were discussed and understood at all levels of the organization.

Improved efficiencies resulted in being able to accomplish fifty percent outside construction work in addition to getting the core work done with the same number of employees.

Increased employee involvement and ownership through greater participation in the work management process and problem solving activities.

Improved morale and attitude of employees.

Improved visibility of performance measures provides feedback of performance and creates a common sense of purpose .

Approximately eighty percent of work load is planned and scheduled with a significant cost reduction.

The Variance Process has positioned the organization to clearly understand what their major problems are and what they must do to resolve them.

First year savings exceeded project cost before implementation was completed and the company continues in a revenue enhancement and cost reduction trend.