Results that matter

The challenge

A major hospital network spanning three states operated with fragmented processes. Emergency departments ran independently from surgical scheduling. Administrative approvals created bottlenecks. Patient throughput was unpredictable. Cost per procedure varied significantly across locations. The network knew something was wrong but lacked a systematic way to see it.

The approach

Cowan Consulting began with a short diagnostic period to map the entire value stream. We worked with executives to understand strategic priorities, then embedded our team with front-line staff to see how work actually happened. The difference between theory and practice was stark. We identified seven major waste categories: redundant approvals, equipment downtime, scheduling conflicts, supply chain delays, documentation rework, staff inefficiencies, and regulatory compliance gaps.

Our methodology combined solid P&L analysis with practical process redesign. We didn't just find problems—we modeled solutions and tested them in real conditions. The hospital network's leadership committed to implementation across all three locations simultaneously, which accelerated adoption and prevented the usual drift that kills improvement initiatives.

The results

Within eighteen months, the network achieved an 18% reduction in operational costs. Patient throughput increased by 22% without adding staff. Emergency department wait times dropped 31%. Surgical suite utilization improved from 67% to 89%. Regulatory compliance reached 100% across all departments. The improvements weren't isolated wins—they compounded as one optimized process fed into the next.

What made the difference

The hospital network's leadership understood that Lean Six Sigma isn't about cutting corners. It's about cutting waste. They invested in training their own staff to sustain the improvements. They measured everything. They held themselves accountable. Cowan Consulting provided the framework and the discipline, but the client did the work. That's how real change happens in healthcare.

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The challenge

An international supplier distributed medical products across multiple countries with inconsistent delivery performance. Orders took unpredictable time to fulfill. Inventory sat in warehouses longer than necessary. Logistics costs climbed annually without corresponding service improvements. Customers complained about late deliveries. The supplier's leadership knew their supply chain was broken but didn't know where to intervene.

The approach

Cowan Consulting mapped the entire supply chain from order entry through final delivery. We worked with procurement leadership to understand sourcing constraints, then embedded teams at distribution centers to see how orders actually moved. The disconnect between planning and execution was stark. We identified nine major waste categories: poor demand forecasting, excessive safety stock, inefficient warehouse layouts, manual order processing, redundant quality checks, slow carrier selection, inadequate tracking systems, poor communication between locations, and regulatory compliance gaps that created unnecessary delays.

Our methodology combined financial analysis with grassroots process redesign. We didn't impose solutions from above—we worked with warehouse staff, drivers, and order processors to design improvements they could sustain. The supplier's leadership committed to implementing changes across all distribution centers, which created momentum and prevented the usual resistance that kills supply chain improvements.

The results

Within twelve months, the supplier achieved a 12% reduction in annual logistics costs. On-time delivery improved from 78% to 94%. Order fulfillment time decreased 28%. Inventory carrying costs dropped 19%. Customer satisfaction scores increased 34%. The supplier's competitive position strengthened significantly. They could now promise reliable delivery at lower cost, which opened new market opportunities.

What made the difference

The supplier understood that supply chain improvement requires commitment at every level. They trained their own staff to manage the new processes. They measured performance daily. They held themselves accountable to the metrics. Cowan Consulting provided the framework and the analytical rigor, but the client did the work. That's how real improvement takes root in supply chains.