Experience in Process Improvement & Organizational Development

We collaborate with stakeholders to identify issues, define the as-is and to-be states, conduct gap analyses, generate and assess the viability of solutions, and create, implement, and assess action plans. Our facilitation services result in focused discussions, idea generation, and consensus building. BCI’s training services help improve the skills, productivity, and job satisfaction of employees. For example:

• At the Federal Emergency Management Agency’s Financial Acquisition and Management Division (FEMA FAMD), BCI’s team conducted an as-is and to-be study to improve the reimbursable processes. Upon receiving management approval, our firm implemented changes to the chart of accounts, the FAMD structure, processes, and the financial system to reduce reimbursable order cycle time by 3 days.
• At the Department of Education, BCI documented enterprise business functions, processes, outputs, and bottlenecks to improve the $50 billion Federal Student Aid (FSA) grant and loan program.
• At the Department of Homeland Security Program Infrastructure Operations Management Office (DHS IO PMO), BCI led the establishment of the Change Control Board and governance policies.
• At the National Aeronautics Space Administration Goddard Space Flight Center Information Technology Communications Directorate (NASA GSFC ITCD), BCI:
  Improved the organizational synergy between the 10 IT Managers and the 18 members of the Cybersecurity Division. We arranged quarterly meetings of the two groups, assisted them in identifying issues, and facilitated the development of action plans to resolve them.
  Developed the Process Improvement Analysis and Recommendation Report to improve the delivery of NASA Communications (NASCOM) mission ground communications services. Our team interviewed 18 stakeholders to identify process and work practices and the system, vendor, and procurement issues. Most of our recommendations were implemented.
  Delivered an MS Excel Tips and Tricks training session to 74 NASA employees and contractors. Our firm wrote and distributed an electronic copy of the 51-page manual to session attendees.
• At the Federal Aviation Administration (FAA), BCI developed and delivered a five-day quality assurance and control training program for 22 quality assurance evaluators (QAEs). Our firm wrote and distributed the training manual and facilitated the hands-on Quality Performance Management System (QPMS) training.
• At the Federal Labor Relations Authority (FLRA), BCI conducted a reengineering study that identified cost drivers, assessed the workforce capabilities, and forecasted future workloads. Our team’s recommendation to consolidate satellite office functions into the main offices was implemented, saving $2 million annually.
• At the Military Sealift Command (MSC), BCI facilitated a 3-day off-site strategic planning conference to assist the 65-member Sealift Program in developing action plans to resolve financial, performance, service quality, and employee morale issues.
• At the Veterans Health Administration (VHA), BCI trained two dozen users after major enhancements were made to the Performance and Operational Web-Enabled Reports (POWER) data warehouse. In addition, our firm rewrote and distributed the users’ guide.
• At ExxonMobil Corporation, BCI led a 35-person reengineering team that streamlined station maintenance services, decreased equipment downtime, and saved $2.2 million annually. Our firm also facilitated a team that reduced costs $250,000 annually by improving controls and renegotiating contracts. Finally, BCI managed a team that redesigned a contractor invoice and reduced department processing time 400 hours annually.