2. CREATIVE,
TAILORED,
SUSTAINABLE
SOLUTIONS
for their most pressing opportunities
A TRUSTED,
HANDS-ON
PARTNER
T E F E N I S A G L O B A L S T R A T E G Y & O P E R A T I O N S
M A N A G E M E N T C O N S U L T I N G F I R M
W E A R E I N B U S I N E S S B E C A U S E O U R C L I E N T S D E S E R V E
with Change Management veterans
who are willing and able to put in the
ground-floor time to implement and
deeply embed those solutions in the
client's teams
3. 30+ YEARS
250+ PEOPLE
13 CITIES
5 CONTINENTS
1000+ CLIENTSC O M P A N Y . C O M
T E F E N I N N U M B E R S
5. T E F E N S E R V E S P U B L I C A N D P R I V A T E C O M P A N I E S
O F A L L S H A P E S A N D S I Z E S
Retail Life Sciences Healthcare Manufacturing Energy & Utilities Financial Services
6. The team at Tefen are incredible business partners, always
with the utmost trust and respect, while at the same time
always willing to challenge the existing ‘conventional
wisdom” when necessary. We would not have a program
we are proud of, with the ability to keep it growing and
evolving, without the direct help of this competent group.
• • •
B R U C E L . B E N N E T T
S E N I O R V I C E P R E S I D E N T
A M E R I S O U R C E B E R G E N
7. Through the work Tefen did for us, we have achieved
significant progress that we could never have done on our
own. But even further, Tefen made possible things other
consulting firms have not been able to do. We deeply
benefited from their unquestionable and extensive
expertise and knowledge of operations excellence in
obstetrics. Not only did Tefen do a good job in identifying
opportunities for improvements, they partnered with us in
implementing some of the changes. Their team was very
respectful, professional, and consistent. Needless to say,
my staff and I are greatly appreciative of Tefen’s help and
recommendations.”
• • •
D I C K A R G Y S
C H I E F O P E R A T I N G O F F I C E R
W O M E N & I N F A N T S H O S P I T A L O F R H O D E I S L A N D
8. “Tefen supported our global lean manufacturing initiative
to achieve 30% cost reduction and 50% lead-time reduction
across EMEA. Costs and lead- times were reduced in line
with targets; the company’s share price has been restored
to previous levels, and the program had a 10:1 return on
investment. That’s a pretty impressive return”
• • •
P E T E S M I T H
L E A N P R O G R A M D I R E C T O R
M E R C K
9. Over the 29 years I’ve been at Woman’s, I have worked with
several consultants, Joint Commission reps, and the Magnet
surveyors. I must truly say that I have never been as satisfied or
comfortable with a group like I have been with Tefen. The most
outstanding quality that I can commend is that Tefen really
listened to our wishes, wants, and needs. I feel they have
helped us see the areas needing improvement and have
assisted us to reach healthy compromises in our admit process.
The changes that have been, and are being implemented, are
many of the same things we’ve been asking for many, many
months, but Tefen has helped us get the data in line to support
those items. For that, I will be eternally grateful!
• • •
L A U R E N L A N D R E N E A U
D A Y S U R G E R Y C H A R G E N U R S E
W O M A N ’ S H O S P I T A L O F B A T O N R O U G E
10. T E F E N F O C U S E S O N 6 K E Y A R E A S T O
H E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S
SALES & MARKETING
Sales Force Efficiency
Sales and channel
management
Customer lifecycle
CRM implementation
Product launch & positioning
Segmentation, targeting &
pricing
Organization & capabilities
Message effectiveness
Competitive tenders
OpEx transformation
Organizational design
Process optimization
Change management
People capabilities & training
Management & KPIs
Resource & capacity planning
Structure & role definition
Corporate Strategy
Global Strategy
Marketing and Sales
Strategy
M&A and Due Diligence
International Strategy
Operations Strategy
Turnaround management
Corp. Social
Responsibility
Customer Centricity
ORGANIZATION &
OPERATIONS
STRATEGY
12. A G L I M P S E I N T O O U R
W O R K W I T H A
L E A D I N G U S H O S P I T A L
A U T U M N / W I N T E R 1 6
O N L I N E S T O R E . C O M
seeking to increase accessibility of care and enhance patient
experience in an effort to improve patient service and
increase profitability
13. T E F E N U S E D I T S L E A N
3 6 0 H E A L T H C A R E M E T H O D O L O G Y T O
I M P L E M E N T A M L P O R G S T R U C T U R E ,
C E N T R A L I Z E S C H E D U L I N G , A N D
R E D E S I G N P R O C E S S E S
Used a 3-phase approach: (1) Diagnostics, (2) Design, (3) Implementation
(1) Conducted in depth diagnostic including interviews of all staff, a multi-
observational study, process mapping, and market analysis
(2) Revised organizational structure with clearly defined roles and
responsibilities, focusing on maximizing value-added time of physicians
(2) Developed Lean processes, including high-impact management routines
(2) Designed Centralized Scheduling structure, process, best practices, rules,
and schedules
(2) Optimized coding and billing practices - decreasing reimbursement losses
(2) Implemented KPIs to maximize performance of providers and support staff
(3) Drove implementation, change mgmt, staff training, and org-wide
workshops, communication, and alignment
14. Increase in EBITDA
Expected results:
Increase in patient throughput
Decrease in Physician Non-
Value Added activities
Decrease in Lead time to
appointment and in clinic wait
time
$5.3M
125%
90%
40%
DEVELOPED A COMPREHENSIVE SOLUTION FOR
OPTIMIZING CLINICAL WORKFLOWS
15. A G L I M P S E I N T O O U R
W O R K W I T H A
F O R T U N E 2 5
P H A R M A C E U T I C A L
D I S T R I B U T O R
A U T U M N / W I N T E R 1 6
O N L I N E S T O R E . C O M
seeking to focus its organization on improving its quality
and customer satisfaction
16. T E F E N U S E D I T S Q U A L I T Y 3 6 0
M E T H O D O L O G Y T O D R I V E A
C O N T I N U O U S I M P R O V E M E N T ( C I )
P R O G R A M A T T H E D I S T R I B U T I O N
C E N T E R S ( D C )
Used a 3-phase approach: (1) Diagnostics, (2) Pilot, (3) Network roll out
(1) Interviewed key stakeholders, analyzed data and processes to
understand issues and determine root causes
(1) Measured Non-Value Added (NVA), Required NVA, and Value-Added
(VA) activities through a Multi-Observational study (MOS)
(2) Collaborated with DC staff to form workstream teams, brainstorm and
implement solutions, and track metric progress
(3) Trained a team of CI Managers to continue this work at the other DCs
17. overtime reduction in
targeted returns department
Pilot achieved:
Ongoing efforts:
reduction in errors from
automated picking system
right first time order
increase at targeted DC
wave replenishment reduction
at targeted DC
25%
62%
11%
70%
8 DISTRIBUTION CENTERS LAUNCHED CI WITH
GREAT SUCCESS THROUGHOUT ENGAGEMENT
Engaging staff to contribute improvement ideas
Training 1-2 DC Champions at each site
Trained CI Managers leading the CI launch at other DCs
18. VALUE STREAM
MAPS
allow us to understand and
visualize a process, identify
waste, and streamline processes
allows us to compare a site's key
metrics within their network and with
our established industry benchmarks
MULTI-
OBSERVATIONAL
STUDIES
BENCHMARKING
S A M P L I N G O F D I A G N O S T I C S A C T I V I T I E S
A N D H O W T E F E N U S E S R E S U L T S
quantify the amount Value-Added,
and Non-Value Added activities being
performed
19. ROLES AND
RESPONSIBILITIES
REDESIGN
LEAN
PROCESSES
optimizes efficiency of each role
to maximize physician-patient
interactions
reduce waste to enhance the patient
experience and maximize effectiveness of
physicians and support staff
PATIENT
SCHEDULING
RULES
S A M P L I N G O F W O R K I N
T H E H E A L T H C A R E I N D U S T R Y
ensure maximum access to care,
simple scheduling and fair distribution
among physicians
20. KANBAN, 5S,
AND VISUAL
MANAGEMENT
CAPACITY AND
STAFFING
MODELING
are critical Lean Six Sigma tools
used to optimize supply
replenishment and organization
analyze resource utilization, capacity, and
Overall Equipment Effectiveness (OEE)
under different scenarios
REDESIGNING
AND OPTIMIZING
LAYOUTS
S A M P L I N G O F W O R K I N T H E G E N E R A L
M A N U F A C T U R I N G I N D U S T R Y
are significant aspects of creating an
efficient, continuous flow
21. MANAGEMENT
ROUTINES &
KPIS
are necessary to drive cultural
change and monitor improvements
in areas such as Right First Time
(RFT) and On-Time Delivery (OTD)
expands capabilities of the lab,
ensures best practices are shared,
and reduces re-work and errors in
lab work
EFFICIENT
SCHEDULING
STANDARDIZED,
EFFECTIVE
TRAINING
S A M P L I N G O F W O R K I N T H E
L I F E S C I E N C E S I N D U S T R Y
helps reduce wasted time and
improve efficiency, cycle time, and
utilization
22. BEFORE
An organized workplace is critical for optimizing efficiency and quality in any industry. As
an example below, we implemented a 5S system across multiple sites for a global biotech
manufacturer
AFTER
S A M P L I N G O F 5 S W O R K I N
T H E B I O T E C H I N D U S T R Y
23. THANK YOU
L O O K I N G F O R W A R D T O P A R T N E R I N G W I T H Y O U
