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October 22, 2018

Frito Lay

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 Team

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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

October 22, 2018

LAAAJA Colleagues

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 Team

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The Solution

Training colleagues in the Simplexity method

The Results

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.

October 22, 2018

Toronto Sunnybrook Regional Cancer Centre and the Hamilton Juravinski Cancer Centre

Improving wait times at Toronto Sunnybrook Regional and Hamilton Juravinski Cancer Centers

The Challenge

The objective was to speed up the treatment planning process and reduce overall wait times

The Team

The team responsible for process management was Very Implementer heavy. This imbalance led team members to neglect planning, process creation and prioritization. 

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 Results

Treatment Planning process declined from 12.5 days to  7.6 days – a 39% reduction over a four-month period.

October 22, 2018

CI Process in Toronto/Ontario aerospace firm

Using Simplexity Thinking to boost innovation in the Continuous Improvement Process at an eronautics firm

The Challenge

To (i) reduce costs while improving the quality and performance of output and (ii) to strengthen CI processes

The Team

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The Solution

Undertook a two-year CI process that incorporated Simplexity Thinking. They recognized critical challenges within the CI process that helped the organization reduce its costs.

The Results

The firm now has a structured methodology for approaching CI processes using Simplexity methodology.

September 30, 2018

Grand River Regional Health Center

Grand River Regional Health Center

The Challenge

The objective was to reduce patient wait time from 5.5 weeks to 4 weeks

The Team

The team responsible for process management was Very Implementer heavy. This imbalance led team members to neglect planning, process creation and prioritization. 

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 Results

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.

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