Case Study
Multinationals make it with movePEP
Background
This case study amalgamates the experience of movePEP implementations within the regional offices of five large corporations: DHL, Ernst and Young, Ford, Hewlett Packard and NCR.
Each organisation had a settled workforce with unexceptional, but superficially efficient and effective work practices among its people. In each instance, a large regional HQ was moving more than 500 people to newer, improved offices, with updated furniture, upgraded office fit out, new equipment and software.
Client issues:
In every instance, the organisation’s primary objective was to minimise the downtime inherent in moving, and to save money through greater efficiencies and by discarding waste.
An additional objective for each client was to take advantage of a physical relocation – moving office – to effect cultural change amongst those moving, introducing better ways of working and agreed protocols around information handling and retention, and interruptions in the new work spaces.
PEP’s response:
Our objective was to have every knowledge worker working productively again within an hour of getting into their new location. At the same time, we aimed to eliminate waste, leading to direct savings in moving and storage costs.
We implemented movePEP with those staff moving offices before the actual relocation. Our expert consultants worked closely to understand the clients’ specific needs – and then fashioned our tools and resources to add components designed to make the move easier and to give effect to the desired cultural change.
Outcome:
The movePEP programs for the five locations averaged the following results:
- 86 kilos of paper discarded per person = $283.50 savings
- 2.7m of filing space per person = $275 savings
- .28 square metres space reduction per person = $110 per year
…which translated to total direct savings of $668.50 per person
This was in addition to the indirect savings which PEP always delivers, such as time savings per person of at least 1.5 hours a day, at least 25 per cent more time spent on planning, and a 30 per cent increase on the time spent on the strategic and operational imperatives of each participants’ job.
