Restructuring businesses to increase efficiency and maximize customer satisfaction.

1. Stafford@Crossrhodes.com
206 605 7709

2. Cross-Rhodes is a small focused firm of senior business operations

consultants.
We help companies rethink how work gets done, and put people &

technology on the road to results …
... leading to better experiences for the company, employees, and

customers.
For 20 years and over 100 projects we have partnered with client

teams to cut costs and cut cycle time. We simultaneously improve
quality, delivery, and customer experience and employees’
experience.
Rethinking how work gets done

3. Specifically:
We can helpinvestigate & resolve work process problems.

Design new ways for work to get done.

Assess the staffing and cost impact of changing work flows, Transfer

our skills to your people.
Rethinking how work gets done

4. Our projects have encompassed:
All core business processes.

New product development & introduction.

Software development/enhancement/support.

Customer acquisition & service.

Product order-to-delivery, service/support/customer care.

Rethinking how work gets done

5. Our projects have encompassed:
We bring experience and expertise from our work with nearly 100
companies in nearly all industries, within a wide variety of sectors:
Financial Services (Life Insurance. P&C Insurance. Health Insurance

& HMOs, Banks).
Technology (Software, Hardware, Internet); Telecommunications

(Telecoms, Cable, Wireless), and Manufacturing.
From the Fortune 100 to mid-sized companies, as well as start-

ups.
Rethinking how work gets done

6. Expertise & experience
Senior workflow experts & facilitators w/decades of experience
Proven methods
Supported by pragmatic and effective tools and techniques.
Cost effective
We know what we are looking for and how to go about getting it.
Low maintenance
No annoyance or intrusion of many high-paid junior consultants.
Collaborative
We partner with your people so they are part of the analysis and
committed to action.
Rethinking how work gets done

7. Examples:
Increased capacity do do software change requests by 50% and cut

cycle time for requests by 70%.
Cut response time by 90% and cut labor costs by ~35% for a

medical devices manufacturer’s customer inquiry and complaint
process.
For a bank’s credit applications process, helped cut the backlog of

unprocessed applications by 80% and freed up ~30% of the labor,
primarily by eliminating duplicates, escalations and unnecessary
steps.
Rethinking how work gets done

8. Examples:
For an HMO, demonstrated a productivity gain of 82% in the claims

department and the call center due to: a reduction in duplicate and
extraneous claims (20% fewer claims), 35% fewer suspended claims,
and 32% fewer problem related phone calls.
Where software/system installations were taking too long with key

resources, we redesigned the customer launch process for a
technology firm.
The elapsed time to install was cut from 60 to 32 calendar

days, and the labor content reduced from 1000+ hours to ~250
hours.
Rethinking how work gets done

9. Rapid Work Process Assessments - in as little as one week
We develop a detailed process map and quantify the workflows,

allowing us to identify and prioritize key opportunities for
improvement. We then model the impacts of those improvements
and quantify the benefits.
Rethinking how work gets done

10. Getting to the crux of the problem…
A customer’s call for assistance frequently represents an encounter

of last resort, mostly because the product or service did not
perform as expected in the first place. We listen to calls, identify
the root causes, define solutions and implement a small-scale
proof-of-concept, all within a few weeks.
In the insurance business, suspended claims, and manual

intervention, in most cases should not occur. Again, we seek to
identify the root causes, define solutions and implement a small-
scale proof-of-concept, all within a few weeks.
Rethinking how work gets done

11. Solution Value Assessment
quot;What impact will an outsourcing and/or technology solution have

on day-to-day work and results?quot; We have answered this question
for both sellers (to assist the sale) and buyers (to get an objective
view of a particular solution).
Our assessment consists of developing a detailed process map of

the impacted process and then quantifying the workflows. We then
identify the activities impacted, and model the staffing and related
cost reduction potential of a proposed solution. This can be done in
as little as 1 week.
Rethinking how work gets done

12. SystemWorks
The success of a new system in day-to-day operation depends

upon new workflows, job design, and a workforce motivated to
make it work.
We audit and quantify the impact of a new system on workflow and

workforce performance well before implementation, and suggest
corrective actions to help insure success.
Rethinking how work gets done

13. Business Process Analysis & Redesigns (2 to 9 months)
We work with a client's team leader and a 4-8 person cross-

functional team to assess customer requirements, the current
process, workload characteristics.
Then we develop clear design specifications, design options, and

convey the principles of good business process & customer
experience design. This leads into the high level design session,
followed by detail design of the new way work will be done.
Rethinking how work gets done

14. Brand New Process Designs (2 to 6 months)
Similar to the description above, except a new design project skips

some of the assessment effort required in the redesign of an
existing process.
Changing how work gets done

15. Business Transformation Planning (4 to 6 months)
We facilitate executive teams to develop a common vision of the

future, with a clear transformation plan to make it happen.
Rethinking how work gets done

16. Publications:
Rethinking how work gets done

17. Next Steps: Call/meet and have a no-obligation discussion and
then receive a written proposal.
Stafford@Crossrhodes.com
206 605 7709
Rethinking how work gets done