In-depth Case Studies

Forbes & Dunagan

The staff at Forbes & Dunagan has more than 70 of years combined structural engineering experience. They attribute much of their success to developing working relationships with clients and the project team. Forbes & Dunagan is known for their ability to produce quality and thorough construction documents.

The Challenges

  • Scheduling staff and projects
  • Having clear expectations and communicating them
  • Need to increase staff efficiency to free Partners for more marketing of quality projects
  • Lack of engineering standards
  • Staff turnover & accountability

The Process

Strategic Essentials, Inc. introduced the LMI Strategic Development Process to Forbes & Dunagan through a company-wide, custom in-house facilitation of the Effective Personal Productivity Program. The staff commented about a positive cultural shift. Special attention was next given toward employee retention through assessments, improved interview and hiring techniques, etc. The following year, the focus moved to improving ownership and upper management’s Supervisory Management techniques. Later, the focus was for staff to better understand their responsibilities through complete job descriptions and standards that enhance staff accountability and improve efficiency.

The Results

  • A standardized project list/schedule was developed and implemented resulting in less stress within the company and increased client satisfaction.
  • Company engineering standards are now in place for wood framed projects and the organization is working towards consistent standards for all projects.
  • Employees now refer excellent engineering candidates to Forbes & Dunagan and retention has improved and negative turnover has been eliminated.
  • The company now tracks and measures project timeliness, quality & profitability.
  • The partners now focus on managing the business, servicing clients and marketing.

Client Feedback

“I have never been more excited about the future of the company. We have always had our goals but now we are able to more clearly define the path we need to take and effectively measure the progress we have made.”

Allen Forbes, Partner, Forbes & Dunagan

“The Effective Personal Productivity Program produced a 6 to 1 ROI. The work with Strategic Essentials, Inc. has been invaluable to create a company structure that will provide an environment where we can be successful as a company and individuals.”

Brian Dunagan, Partner, Forbes & Dunagan

Model Dairy

C.W. Brooks founded Model Dairy in 1906 with a nucleus of 20 Holstein-Frisian cows. The dairy was purchased by Tom and Jim Bahan in 1976 who sold the dairy to Suiza Foods in 1996. Suiza purchased Dean Foods in 2002 and merged the two companies into what now is known as the New Dean Foods. Model Dairy currently employs 175 people, 130 of whom produce, package, load and deliver nearly all of the dairy’s products. Other departments include administration, merchandising, marketing, and sales. Model Dairy enjoys over 100 years of giving back to the community.

The Challenges

  • Departmental goal setting
  • Measuring and achieving departmental goals
  • Product quality – moving from great to excellent
  • Customer service and increased sales
  • Profitability

The LMI Process

Strategic Essentials, Inc. introduced the LMI Strategic Development Process to Model Dairy’s General Manager, Jim Breslin and General Sales Manager, Derek Allbee through its Executive Showcase. Within several weeks of participation in the Effective Personal Productivity (EPP) program, the decision was made for the remaining key managers to begin the process as well. Results have been so strong within Model Dairy’s leadership team that Strategic Essentials, Inc. was asked to work with Model Dairy’s Sales Team. The course materials being utilized are Effective Selling Strategies.

The Results

  • The plant was able to identify several areas of cost reduction as well as filler speed increases which have resulted in $219,302 savings annually.
  • The distribution department, through route consolidation and the development of a freight route division, has brought $180,354 savings and revenue annually.
  • The sales department efforts in identifying cost reductions and margin improvements has resulted in $132,000 annual contribution.
  • By Lesson Four of the EPP, average management time redirected toward high payoff activities was over 60 minutes per day per manager.

Client Feedback

“The Strategic Essentials’ process supplied the needed tools and methodology to implement significant improvements leading to improved communication between departments, increased productivity and very real bottom-line results.”

Jim Breslin, General Manager, Model Dairy

“I’ve been able to implement more ideas during your program than the previous 10 years.”

Derek Allbee, Sales Manager, Model Dairy