For twenty-five years, Coleman Consulting has been implementing solutions that save clients millions of dollars annually. Hundreds of organizations around the world have implemented schedules with the help of Coleman consultants. These companies are continuing to see savings on the bottom line, while employees report more satisfaction working schedules developed with the Coleman Consulting process.

Key Characteristics
Coleman Consulting believes that there are three key characteristics needed to build the best deployment system for your business. They are the Business Needs, Employee Desires, and Health and Safety. The Coleman scheduling process blends these three elements to give you the best solution for current and future operations.

Implementing Best Practices
Finding the right schedule means more than “figuring out” how to run. During the implementation process, Coleman consultants typically implement a number of “best practices” to improve the overall efficiency of the organization. By increasing operational efficiencies, companies are often able to reduce the weekly work hours needed to maintain the operation. For some clients this means reducing the hours of operation, for others it means more capacity and a way to increase coverage hours at the same cost.

Implementing Change
Opportunities remain opportunities unless they are implemented. Coleman consultants have used their change management methodology with hundreds of organizations around the world to achieve lasting success. This program aligns employee benefits with bottom line cost saving and profit making opportunities. The result is real change. Coleman consultants have the experience and know-how to implement change with maximum results.

Coleman Consulting uses an iterative approach to each step of the project. For example, during data collection, information is gathered, cleaned and then presented to management to verify it is right. Invariably there will be something missing, or the opportunity to use even better data. In the second iteration Coleman Consulting will gather and clean the new information and then again return to management to verify it is right. These iterations may repeat several times until everyone is confident the information is as good as it can be.

Employee buy-in is critical to the long term success of any change process. Coleman Consulting spends time working within the culture to understand how people think. Organizational acronyms and process definitions are adopted as part of the process. First line supervisors and even front line employees are often brought into the process to make it their process, rather than a mandate from corporate or an idea from some consultant.

In the end Coleman Consulting is committed to implementing the right solution. Typical engagements are ready to implement in 12 to 16 weeks, but that does not end Coleman Consulting involvement.  Our consultants continue to monitor the status of the implementation for a full year and sometimes beyond.