Clients in a meeting talking around a table

4 Dimensions of Client Engagement

STRATEGY. BREAKTHROUGH. TRANSFORMATION. INNOVATION.

Our approach to client engagement is right in our name

The 4-Dimension process begins with developing the right STRATEGY for your organization’s current and future needs. We assess current operations and identify levers for acceleration and improvement. To BREAKTHROUGH we work with you to implement corporate deployments that will use existing processes and products to drive results. We then engage with you to assess, plan and execute a TRANSFORMATION of operations, everything from plant layout to global footprints and supply chains. Finally, to drive product and process, INNOVATION is key and we excel at working with our clients from concept development to production. We link innovation through strategy, core competency and marketing position.

STRATEGY

SBTI works with its clientele to understand their strategy in order to deliver competitive advantage and to create shareholder value. We assess current operations and identify gaps or levers for acceleration and improvement. Then we design an approach to drive the right projects to achieve the strategic goals.

  • Improving Inpatient Discharge Cycle Time and Patient Satisfaction
  • Days Sales Outstanding Reduced From 38 Days to 31 Days, Realizing Nearly
  • Five-day Discovery Event and Kaizen Saves a major railroad $850,000 in parts and labor
  • Patient Placement Increased Floor Utilization 30%, Reduced Staffing, Saving $608,000/year
  • The secret doorway to growing Gross Profit -- which will you open?
  • Man in a cheese shop smelling cheese.
    Why leaders should go and smell the cheese

BREAKTHROUGH

Breakthrough requires levels of process excellence that cannot be achieved without significant output change. SBTI helps its clients successfully implement corporate deployments which have elements that focus on taking existing processes and products and driving breakthrough results. This can be achieved by a combination of reducing defects and variation and increasing the velocity or throughput of a process. This is SBTI’s DNA.

  • Improving Inpatient Discharge Cycle Time and Patient Satisfaction
  • Days Sales Outstanding Reduced From 38 Days to 31 Days, Realizing Nearly
  • Five-day Discovery Event and Kaizen Saves a major railroad $850,000 in parts and labor
  • Patient Placement Increased Floor Utilization 30%, Reduced Staffing, Saving $608,000/year
  • The secret doorway to growing Gross Profit -- which will you open?
  • Reduced Cycle Time in CT Department from 21 minutes to 13 minutes: 38 percent

TRANSFORMATION

When unrelenting global competition requires our clients to look beyond incremental change, our clients look at footprints, supply chains, or plant layouts. Consequently, SBTI regularly engages our clients in activities to assess, plan and execute transformations from plant layout to global footprints and supply chains.

  • Improving Inpatient Discharge Cycle Time and Patient Satisfaction
  • Days Sales Outstanding Reduced From 38 Days to 31 Days, Realizing Nearly
  • Five-day Discovery Event and Kaizen Saves a major railroad $850,000 in parts and labor
  • Patient Placement Increased Floor Utilization 30%, Reduced Staffing, Saving $608,000/year
  • Image of 3 men that look like skeltons
    Double double, toil & trouble -- the perils of mergers and acquisitions
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    Why do most improvement initiatives turn into cost reduction?

INNOVATION

Driving product and process innovation is key to market growth, SBTI excels at working with our clientele from concept development to production. We help our client’s link innovation through strategy, core competency and market positioning. 

  • Improving Inpatient Discharge Cycle Time and Patient Satisfaction
  • Days Sales Outstanding Reduced From 38 Days to 31 Days, Realizing Nearly
  • Five-day Discovery Event and Kaizen Saves a major railroad $850,000 in parts and labor
  • Patient Placement Increased Floor Utilization 30%, Reduced Staffing, Saving $608,000/year
  • Reduced Cycle Time in CT Department from 21 minutes to 13 minutes: 38 percent
  • Addressing West Georgia Health's Med Rec