ABB is the world leader in power and automation technologies enabling its utility and industrial customers to improve performance while lowering environmental impact. ABB AG Power Technologies division combines deep knowledge of its customers' needs in utilities and industry with a comprehensive portfolio of advanced products, systems and services for power and heat generation, for power transmission and distribution, for water and wastewater management and for gas transport and distribution.

The Execution Problem
Throughput was 300 bays per year.

Execution Management Results
By managing execution, throughput increased to 430 bays per year.

Action Park is a Spanish-based company that designs and constructs leisure parks, such as theme parks, animal reserves, waters parks and spas. Its teams of designers, architects, and engineers have carried out over 200 installations in 18 countries.

The Execution Problem
High variability in cycle time; average cycle time was 30 days. Only 70% of design and construction projects came in on time.

Execution Management Results
With execution management, 100% of Action Park assignments are now completed on time. Action Park has achieved a 50% reduction in cycle time and 90% of design and construction are now completed on time. By managing execution, Action Park has realized a 20% reduction in cycle times, allowing it to complete projects in a much more timely manner.

Airgo Networks is the pioneer and worldwide leader in Multiple Input Multiple Output (MIMO) technology. A breakthrough in wireless, MIMO has been adopted as the foundation for defining the new IEEE 802.11n standard for next generation Wi-Fi®.

The Execution Problem
Cycle time from first silicon to production for first generation was 19 months.

Execution Management Results
Cycle time from first silicon to production for second generation was 8 months.

Alcatel-Lucent is a leading infrastructure equipment provider in the telecom industry. Its Convergence Solutions Division provides the backbone (hardware, software) that enables all types of data and voice communication — wireless, Internet, fixed line and others.

The Execution Problem
Over 4000 engineers work on 400+ projects spread over multiple countries—and are shared across projects. Resource contentions and uncertainties spun projects out of control. Before execution management, Alcatel-Lucent Convergence Solutions Division delivered 55% of projects on time.

Execution Management Results
Now, managing execution, Alcatel-Lucent delivers over 90% of projects on time, within budget, without compromising scope. Cycle times are 10 to 25% shorter while throughput per person is 45% higher. Alcatel-Lucent has been able to do this despite a reduction in head count.

Amper Programas' three lines of business are Information and Communications Systems for the armed forces, avionics, and radio navigation aids for aviation. Within these three business lines, the Spanish high-tech company designs, integrates, manufactures and maintains its own and third-party equipment and systems. Amper Programas is a leader in its market.

The Execution Problem
On-time deliveries were too often late. The company was unsure of how projects were proceeding and resource status was continually obscured.

Execution Management Results
By managing execution, 50% of projects are on time, an increase of 500%. Projects have visibility, clear priorities, and next peak loads are identified in advance. By managing project execution, due dates are now more realistic.

Caser is an insurance company based in Spain. Its software division is responsible for development and implementation of IT applications to support its businesses. Over 150 Caser professionals, as well as multiple vendors and contractors, work together on many concurrent initiatives to develop and implement these applications.

The Execution Problem
Only 30% of projects were completed on time; average cycle time of four months.

Execution Management Results
With execution management, 90% of projects are completed on time with a 25% reduction in cycle time (from four to three months).

Manuel Blanco, managing director of the software division describes, "Since business results depend upon information systems and applications deployment, it is mission critical for Caser that IT meets its target dates. I know the true status of all my projects in minutes." Alvaro Valdes, who manages the project-pipeline, adds: "We have improved the performance of our project teams, and projects are under control.”

Celsa Group is a steel producer and comprises of five parent companies, each integrated downstream with various subsidiaries. The implementation was in the IT Department (internal and external consultants) for developing new functionality and integrating systems related to SAP projects.

The Execution Problem
Celsa Group could not exploit the benefits of SAP because of long lead times and delayed projects. Management was difficult because of many projects being done a year. Internal Clients like Logistics and Manufacturing departments were unhappy as a result.

Execution Management Results
Within three months, throughput rate was up by 30%, the cycle time of the projects reduced by 40%. More than 80% projects are now delivered on time.

Chrysler is one of the world’s major automotive producers, with a product portfolio that ranges from small cars to sports cars and luxury sedans; and from versatile vans to heavy duty trucks or comfortable coaches. Chrysler’s global workforce totals 384,723 employees.

The Execution Problem
Cycle time for prototype builds was 10 weeks.

Execution Management Results
Managing execution, We were able to go from 10 weeks to 8 weeks and reaped a 10% decrease in overtime charges. Delivery date performance increased by 83% with much less firefighting.

CIE Automotive is an industrial group that supplies components and subassemblies to the global automotive market, with complementary technology. It is one of the leading European automobile component groups, employing approximately 6,000 people.

The Execution Problem
With an average cycle time for tooling projects of six months, the average cycle time for prototype projects was 22 days. Only 20% of total projects were completed on time.

Execution Management Results
By managing project execution, 80% of tooling projects are completed on time with a 33% reduction in cycle times. Prototype programs now have 90% of their projects completed on time with a 27% reduction in cycle time. By managing execution, CIE slashed cycle times and boosted on-time project completion, enabling it to get new products to market quickly and remain highly competitive in its industry.

CNAT is a leading Spanish producer of nuclear power, with plants in Almaraz and Trillo.

The Execution Problem
Engineering projects related to upgrades did not finish on time before the outages (RELOAD), resulting in losses production uptime during the upgrade itself – and also unplanned outages leading to further loss of production uptime.

Execution Management Results
Almost 90% projects are finishing on time, and engineering throughput has increased by 25% in both plants.

eircom is the principal provider of fixed-line telecommunications services in Ireland.

The Execution Problem
On-time delivery was less than 75%. Average cycle time was 70 days.

Execution Management Results
Increased on-time delivery to more than 98%. The average cycle time dropped to 30 days.

Elbit Systems Ltd. of Israel is a premier defense electronics supplier engaged in A&D programs throughout the world. The company's mission statement is "to be a reliable supplier, responsive to customer needs."

The Execution Problem
How to maintain on-time delivery and increase productivity in a high-growth environment.

Execution Management Results
Due-date performance increased to 95%+, while the company grew three-fold. Most importantly, as Guy Brill, a senior Elbit executive described at the Aerospace & Defense Summit in Seattle in 2000 — “[Execution Management] has provided a competitive advantage in the market place.”

Danisco (Genencor International) is a diversified biotechnology company. Danisco discovers, develops, and sells biocatalysts and other biochemicals for the industrial, consumer, and agri-processing markets.

The Execution Problem
Only 20% of their projects were on time.

Execution Management Results
Managing execution, 87% projects are slated to complete on time, with an approximately 15% immediate increase in throughput.

Fuchosa is an automotive supplier of brake and safety components to almost every automotive company. Fuchosa is based in Spain's Basque country.

The Execution Problem
Aggressive due dates, shared resources across projects, uncertainties of projects, late changes to specifications, delayed supplies, excessive employee multitasking. Previously, fewer than 50% of projects finished on time.

Execution Management Results
Fuchosa is delivering more projects, on time and with lower costs. Previously, fewer than 50% of projects finished on time; with execution management, Fuchosa finished 53 projects, with 43 finishing on time or early. Softer benefits reported by managers include “better control over operations: forward visibility has allowed managers to be on top of execution, and take actions proactively.”

A construction services company providing engineering, project management, security and health coordination at building sites.

The Execution Problem
Long project lead times and lack of control, especially in the engineering work.

Execution Management Results
After two months of implementation, all business lines have execution is under control. Task priorities are clear and project lead times have been reduced by 15%.

Grupo Pomar Commercial Facilities includes five companies that provide carpentry, varnishing, metalworking, masonry, electricity, painting, and other services to create retail and commercial store physical infrastructures. Customers include many of the best-known retailers in the world. Products are created in house and with over 280 subcontractors.

The Execution Problem
Only 60% of the Spanish company’s projects were completed on time, taking an average cycle time of four months.

Execution Management Results
With execution management, 99% of projects are now completed on time, providing a terrific competitive advantage. By managing execution, Grupo Pomar has reduced cycle times 25% to three months.

Hamilton Beach Brands, Inc. is the country’s number one distributor of small kitchen appliances, selling over 35 million appliances every year.

The Execution Problem
Increasing pressure to do more projects with the same resources to stay competitive.

Execution Management Results
By managing execution, Hamilton Beach Brands, Inc. increased throughput from 34 to 52 new products introduced in the first year and to 70-plus products introduced in the second year with no increase in headcount. On-time projects increased from 74 to 88 percent. Paul Blankenship, Director-Product Engineering for Hamilton Beach Brands, Inc., notes: “We needed shorter development cycles. Within 60 days, we went live with 40 projects, all major projects, no derivatives. Today, we run 150 projects. Our managers now manage because they have the resources that they can check themselves.”

HP Digital Camera Group markets a portfolio of digital cameras. While the organization had doubled in size within two years, the number of cameras introduced had actually declined.

The Execution Problem
Six cameras were launched in 2004. One camera launched in the spring window. One out of six cameras were launched on time.

Execution Management Results
Managing execution, HP more than doubled the number of cameras introduced, hit its narrow market windows of opportunity on time and decreased R&D spending by over 25 percent. Their go-live took six weeks. The group launched 15 cameras in 2005, all on time, with 25% lower R&D expenses. Seven cameras launched in the spring window. Those were the hard benefits. Soft benefits included having fewer starts and stops. They were able to deliver cameras earlier with no last minute scrambling, significantly improving team morale.

JAE of Spain is a major automotive sealing system parts supplier.

The Execution Problem
With 50% of projects completed on time and the average cycle time taking six months, JAE needed to cut production time and consistently meet promised product delivery dates.

Execution Management Results
By managing execution, 45 projects were completed in the first year – with 90% of them on time. JAE reduced cycle times by 50 percent, resulting in a 50% increase in projects completed year over year.

Headquartered in Milpitas, California, LSI Logic is a leading designer and manufacturer of communications, consumer and storage semiconductors for applications that access, interconnect and store data, voice and video.

The Execution Problem
Late deliveries in library development group.

Execution Management Results
LSI Logic described the benefits of adopting this "beautifully simple concept" at a Management Roundtable Conference—over 90% of projects in the library development group now finish within 2 weeks of planned dates. Improvements in library development have caused improvements throughout the development design chain.

Marketing Architects is a national leader in direct response radio advertising. Their innovative programs deliver bottom-line results for both direct marketers and radio station affiliates. Direct response advertisers benefit from their unique strategies, low rates, results-driven creative and turnkey telemarketing services.

They have helped thousands of radio stations become more profitable. Now they are focusing on how radio changes the way it generates revenue and how it interacts with listeners. New revolutionary products must be rushed out to market in order to achieve this goal.

The Execution Problem
Resource conflicts and after-the-fact visibility into project delays caused sub optimal realization of several key developments.

Execution Management Resultss
By managing execution, 80% of projects are now completed on time and planning stabilized. OHL now manages more than 500 projects around the world with a dramatic increase in projects completed on time.By following priorities set by Concerto, and by acting on its advance warning reports, resource and time efficiency have improved. Resource reports have been very helpful in identifying and preventing bottlenecks. On target to meet a 100% jump in throughput in the first year.

Medtronic is the world leader in medical technology, providing lifelong solutions for people with chronic diseases. Founded in 1949 and headquartered in Minneapolis, Medtronic employs more than 28,000 people and serves physicians, clinicians and patients in more than 120 countries.

The Execution Problem
One software release every 6-9 months. Predictability was poor on device programs.

Execution Management Results
Managing execution, Medtronic increased new product development ROI. There is now one software release every two months, and substantial improvement in delivering device programs on time. Kevin Ley, Engineering Manager at Medtronic, reports: "Culturally, we needed to let go of the milestones/task-based objectives. We can (now) see possible project delays several weeks before they impact a project. In the past, if the schedule looked like it was slipping, it would have gone unnoticed."

OHL is one of the biggest construction and services groups in Spain, with a track record of over 90 years in Spain and abroad, where it is established in sixteen countries on four different continents.

The Execution Problem
The company was constantly re-planning. Hence, only 10% of projects were completed on time.

Execution Management Results
By managing execution, 80% of projects are now completed on time and planning stabilized. OHL now manages more than 500 projects around the world with a dramatic increase in projects completed on time.

Oregon Freeze Dry (OFD), Inc. is the largest freeze-drying company in the US with its three Oregon plants representing about 70% of North American Capacity. Its subsidiaries include Commercial Freeze Dry (UK's largest freeze dryer) and Danish Freeze Dry A/S in Denmark.

The Execution Problem
Only 72 sales projects were being completed per year.

Execution Management Results
By managing execution, 171 sales projects are now completed each year, with a 52% increase in throughput dollars. Managing execution also resulted in an unbelievable increase in throughput.

Bowne & Co., Inc. (Rapid Solutions Group) is a leading provider of personalized customer communications producing more than 1 billion documents per year. Bowne & Co., Inc. provides a wide range of products and services that support and streamline personalized customer communications. Technologies used include variable digital print-on-demand, offset and Internet-based solutions to ensure that their clients’ communications are attractive and meaningful to each and every specific recipient.

The Execution Problem
A major constraint in bringing this new business on-line is their initial “development” process of getting new clients jobs prepared to print. They had excess production capacity and would be able to increase revenues if projects were on time and timelines were shorter.

Execution Management Results
Lead times were reduced by 25% and on time delivery improved by 30%.

Rex Roto, headquartered in Fowlerville, Mich., is one of the largest manufacturers of custom engineered high temperature ceramic fiber components and systems for application temperatures up to 3000°F.

The Execution Problem
Poor on time delivery, high rework and long lead times in the engineering phase.

Execution Management Results
Managing execution produced a 50% reduction in rework manufacturing; on-time delivery is 85+% for engineering, and close to 95% for final manufactured product; and a 10 to 20% reduction in planned cycle times with a 30% reduction in actual cycle times. Jim Schweinsburg explains: "[Execution Management] has brought us discipline. It also gave us the ability to be more proactive.”

Skye Group is a successful Australian company whose activities include the management of the design, manufacturing, distribution and in certain instances the retailing of a number of high-profile household apparel brands including OshKosh and Pierre Cardin.

The Execution Problem
Product range was late to market.

Execution Management Results
Managing execution, lead times and sampling costs in the Design studio were reduced by approximately 30% within months. Skye reduced the number of designers from five full-timers to two full-timers and one part-timer, while increasing the number of ranges by 30%. There is now 100% due date performance. Philip Zylstra: "The impact has been dramatic. It has made managing the whole area a lot better and a lot easier! Now everyone knows what is meant to be done when, so designers work on what is most important, not what they like doing. We can see straight away if things are running off-track, long before they turn into disasters."

Based in Valdepeñas, Spain, TECNOBIT designs, develops, manufactures and sells as well as maintain industrial electronics system and defense equipment.

TECNOBIT's main focus is on design engineering and hardware/software development. They also integrate and test high quality electronic systems and equipments.

The Execution Problem
Lack of synchronization between design, manufacturing and testing caused project delays.

Execution Management Results
The priorities are clear. The lead time in design is 30% shorter and every plant is working on its corresponding project.

TINSA Real Estate Appraisals Ltd is one of the most prominent real estate appraisal companies in Spain, both for the number of assessments they carry out and the technology they employ.

TINSA's main services include appraisal of various kinds of property, such as housing, plots, offices, warehouses, garages, hotels, shopping centers and farms.

The Execution Problem
Tasks priorities were not clear, resource utilization was poor within the IT Department, and the number of completed projects was very low.

Execution Management Results
Throughput increased by 20%.

A steel construction company engaged in basic engineering, production engineering and integral project management for different business sectors such as industrial, public works and equipment goods. They supply, manufacture, perform surface treatment for erection of various kinds of steel structures, from the simplest to the most elaborate.

The Execution Problem
Not being able to effectively control very large projects. It was difficult to achieve synchronization between production areas, causing cost and schedule overruns.

Execution Management Results
Priorities and project status are clear. Execution is under control and resources are being used effectively. Budgets and schedules are being met.

The Air Force Operational Test and Evaluation Center (AFOTEC), located at Kirtland Air Force Base, N.M., is a direct reporting unit under Headquarters United States Air Force. It is the Air Force independent test agency responsible for testing, under operationally realistic conditions, new systems being developed for Air Force and multi-service use.

The Execution Problem
Only 18 projects were delivered in a six-month period. On-time delivery was unknown because due-dates were constantly moved out.

Execution Management Results
Twenty-six projects were completed in six months. By managing execution, 75% of projects are now completed when originally promised and cycle times were reduced 30%.

Robins Air Force Base in Robins, Georgia is the home of Warner Robins Air Logistics Center. It is the largest industrial complex in Georgia, employing a work force of over 25,584 civilian, contractor, and military members.

The Execution Problem
The base’s C5 production line’s turnaround time was 240 days, with thirteen aircraft in the repair cycle (and out of combat use).

Execution Management Results
By managing execution, the turnaround time was shortened to 160 days, with seven aircraft in the repair cycle (six additional aircraft returned for combat).

The Marine Corps Logistics Command is comprised of three major bases located in Georgia, California and Florida. The bases provide supplies and support to Marines around the globe. The U.S. Marine Corps Logistics Base in Barstow repairs and maintains vehicles for Marine forces west of the Mississippi, the Far East and Asia.

The Execution Problem
Repair cycle times (RCT) were too long. The MK48 RCT was 168 days. The RCT for LAV25s was 180 days. The RCT for MK14s was 152 days and the RCT for LAVAT was 180 days.

Execution Management Results
RCT for MK48s was slashed to 82 days; 124 days for LAV25s; 59 days for MK14s; and to 122 days for LAVAT.

The Naval Aviation Depot, Cherry Point, N.C., provides extensive maintenance and engineering support to Navy and Marine Corps aviation, as well as other armed services, federal agencies and foreign governments.

The Execution Problem
The average turnaround time for H-46 aircraft was 225 days. The average turnaround time for H-53 aircraft was 310 days; throughput was 23 per year.

Execution Management Results
Systematically managing execution has reduced turnaround time for H-46 aircraft to 167 days, a 25% reduction achieved despite an increasing scope of work. For H-53 aircraft, turnaround time was reduced to 180 days, a 41% reduction. Throughput improved dramatically, to 46 aircraft per year. Overall, the depot experienced a 70% reduction in backshop backlog.

US Naval Shipyard, Pearl Harbor is Hawaii's regional maintenance center for the U.S. Navy. Its primary mission is to provide regional maintenance, at the depot and intermediate levels, to keep the surface ships and submarines of the U.S. Navy "Fit to Fight."

The Execution Problem
The job completion rate was 94%. On-time delivery was less than 60%, and the cost per job was $5,043.

Execution Management Results
Job completion rate increased to 98%, and on-time delivery increased to over 95%. The per-job cost was reduced to $3,355, an impressive 33% reduction. Manning also dropped by 25%, and overtime was reduced by 49%, a $9 million savings in the first year. Cmdr. Kent Kettell, assistant operations officer for FMB, explains: "It's a change in the way we execute and plan work. It minimizes chaos and firefighting. The biggest change for mechanics is less multi-tasking."