Case Studies
Learn more about how the Basadur System has enhanced teams and organizations across categories
The Simplexity Thinking System helped Frito Lay think creatively about cost improvement
The Challenge
To flatten inflationary costs to prevent price rises and maintain profitability
The Solution
After interviewing 36 different consulting services, Frito Lay brought in Basadur. Using the Simplexity Thinking method, their team of vice-presidents, skilled in problem-solving created a culture change within the company.
The Result
Using the Simplexity Thinking Process, the Frito Lay team found savings of $500m over a five year period reaching their target a year ahead of schedule
SIMPLEXITY THINKING PROCESS
ORGANIZATIONAL INTEGRATION
TEAM BUILDING
For LAAAJA Colleagues there’s no limit to the challenge of ‘how high is up’
The Challenge
The challenge was to create a shift in attitude from an incremental gains to bold collaborative thinking, idea generation and cooperation
The Solution
Training colleagues in the Simplexity method
The Result
The training has created colleagues who understand the stages of the Basadur System and how it can create ‘blue-sky’ thinking and encourages free, creative thinking and cooperative working, to promote growth in the region. It also enables them to look for opportunities with a significant degree of risk, where they used to be risk-averse.
SIMPLEXITY THINKING PROCESS
TRAINING & WORKSHOPS
TEAM BUILDING
Improving wait times at Toronto Sunnybrook Regional and Hamilton Juravinski Cancer Centers
The Challenge
To speed up the treatment planning process and reduce overall wait times
The Solution
Stakeholders defined critical challenges, identified and assembled appropriate data, generated and implemented creative solutions which reduced wait times the most, all while using Simplexity Thinking. Teams can track progress, spot critical challenges, create new solutions and achieve results continuously.
The Result
Treatment Planning process declined from 12.5 days to 7.6 days – a 39% reduction over a four-month period.
SIMPLEXITY THINKING PROCESS
PROBLEM SOLVING PROCESS
TEAM BUILDING
For the Grand River Regional Health Center, patient experience was crucial
The Challenge
The objective was to reduce patient wait time from 5.5 weeks to 4 weeks
The Solution
Using Simplexity Thinking, we set up a project team of experts and identified four opportunities to increase efficiency:
(i) Delegate oncologists tasks to free up their time to see patients, (ii) Streamline secretarial oversight of appointments, (iii) Implement ‘emergency patient’ appointments and (iv) Establish a separate transfusion and bone marrow unit
The Result
The key to these solutions was implementing them in a 30-60 day timeframe, to maintain momentum and see fast results.
The goal of four weeks waiting time was reached in six out of seven months, six months after the inception of the projection.
SIMPLEXITY THINKING PROCESS
PROBLEM SOLVING PROCESS
TEAM BUILDING
Using Simplexity Thinking to boost innovation in the Continuous Improvement Process at an aeronautics firm
