Our
Projects

A global printing and graphics solutions company embarked on a comprehensive improvement in the production efficiency of a particular product line. MagMile Consulting trained a set of team-members and provided consulting towards identification of the unit value system of each process step in the product line. The entire production process was mapped and reconfigured using various statistical analysis and improvement methodologies. Subsequently, the processing time of each unit of print jobs was reduced from ninety-one seconds to seventy-six seconds. On a scale of fifty to sixty thousand print jobs per month, this reduction in processing time resulted in a massive saving in product cost of that product line. In subsequent projects, additional cost-saving measures were established that resulted in further savings in product costs of other product lines.

A global healthcare advisory organization embarked on a global conference for which it takes typically a year of planning. Due to the pandemic effect, the lead time got shorter by half. The scale of the event reached almost pre-pandemic level. In addition, the project did not take off on-time due to a lack of accountability and ownership. MagMile Consulting was hired to rescue the project. We crafted an accountability framework working with all stakeholders, and created a motivation plan in addition to an accelerated project plan. After the overall schedule, accountability and resource requirements were approved by the executive stakeholders, every team member had a visualization of how his or her work is tied to the overall value chain, and how a slight delay in decisions and deliverables impacts people downstream. The conference went on to be a success, and a new project framework was established for the organization. In addition, MagMile Consulting developed a strategic operations framework that set the foundation for the organization to calibrate for any future changes and take proactive steps to manage those changes.

A healthcare payer organization embarked on centralizing all product capabilities as a part of strategic transformation of the organization. Although the target timeline was set for a year, half way into the project, it was evident that the assembled information was not reliable because the product teams continued developing capabilities in silo, and created duplication and inconsistency. MagMile Consulting was hired to rescue the project. Working with the client teams, we developed an hourly plan for the remainder of the project, and created a hyper-loop of daily plan, action and feedback with a set of key stakeholders and product teams. Assembling and getting a buy-in of more than four hundred high-level product capabilities mapped with hundreds of products and features accurately for seventy-eight product teams in a matter of two months with more than three-hundred meetings set an example of hyper project management in the client organization. In subsequent projects, MagMile Consulting established and implemented a learning and adoption framework for all product teams that steered the product teams and the entire organization to utilize the new system as a source of truth for all product data and development operations. The client organization is now able to respond to market changes very quickly by aligning products and capabilities as per market demand.