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Cost Saving Presentation Template

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cost saving strategies

Transcript: Eliminate painting of inside face of perimeter tilt walls Savings: $29,368 or $0.21/sf Provide internal Z-Guards at IS face of OH doors in lieu of steel bollards; 244 needed for 35, 36 & 38. Savings of $25,137 or $0.21/sf Today's Agenda Through several rounds of Value Engineering, FGL was able to reduce the cost of all four buildings by about $347,000.00 Building 35-38 Actual Savings (Cont.) Total Realized Savings Cost savings for bundling multiple buildings into one contract, with the proper release and sequencing to maximize sub-contractor efficiency. Savings of: $188,088 or $1.37/sf Building 35-38 Actual Savings (Cont.) Eliminate exhaust fans - FS 35 only Savings: $9,000 or $0.07/sf Reduced parapet heights on sides of buildings 35, 36 & 38 Savings: $7,695 or 0.06/sf Reduce sewer main; FS 36 (Krystal side only) Savings: $6,500 or $0.05/sf Cost Saving Strategies Reduce emergency lighting Savings: $20,000 or $0.15/sf Reduce landscaping Savings: $15,000 or $0.11/sf Eliminate painted metal deck and painted screws Savings: $12,067 or $0.09/sf Reduce payment cycle down to >20 days; FS 35, 36 & 38 Savings: $10,000 or $0.07/sf Building 35-38 Actual Savings Building 35-38 Actual Savings (Cont.) 11:00 AM: Introduction, Goals and Objectives, Overview of Value Engineering Realized Savings 12:00PM- 2:00 PM: "Brain Storming" Session With Lunch Structural tilt demising wall - FS 36 only; Savings arrived from the reduced tonnage of structural steel , less the added cost of the new concrete wall. Savings of $32,500 or $0.24/sf Elimination of a drywall demising partition Savings: $30,000 or $0.22/sf

COST SAVING

Transcript: 1- Value engineering and analysis : 1 ,10 , 13 ,12 ,15 , By Region Material Inspection. NOVEMBER TEXT TEXT KOC VISION Event Title CONCLUSIONS COST SAVING You can put details of this chart here You can put details of an important event, date, meeting, or something similar here. THANK YOU date 37 % JANUARY You can put details of this chart here TEXT Planning & Control • Maximizing the strategic value from oil. • Realizing the potential of gas. • Growing reserves for a sustainable future. • Being an employer of choice. • Realizing value from technology. • Strengthening our commitment to HSSE. • Striving for excellence in performance. • Contributing to the Enterprise and State. COST SAVING 47 % Details of your second announcement goes here, something like an event that happened or is coming up. Announcement 1 3 - Other Elements 5% By Laila Al-Sarraf SAN FRANCISCO COST SAVING Value engineering and analysis – communication and coordination –motivation and performance evaluation – planning and control. Announcement 2 04/07 You can put details of an important event, date, meeting, or something similar here. 51 % 1 - Shapes 2 - Icons Event Title INTEGRITY – CORPORATE THINKING – MOTIVATION –COMMITMENT TO HSSE AND SOCIETY – PARTNERSHIP –FLEXIBILITY –EXCELLENCE KOC VALUES TITLE HERE This is the place to introduce important events at your company Upcoming Seminars & Training Sessions MAY How To Achieve Cost Saving Event Title NAME HERE Announcements You can put details of an important event, date, meeting, or something similar here. NAME HERE 2017 OIL & GAS NEWS Event Title NEW YORK TEXT JULY 11/06 TITLE HERE APRIL Event Title NAME HERE You can put details of an important event, date, meeting, or something similar here. date Details on a cool thing a person or team achieved that you want to tell the company about. You can add your own team picture here... EVENTS Laila Al-Sarraf Says: Value engineering & Analysis By Month 2- Communication and coordination : 2 , 3 , 4 , 6 ,7 ,5 Communication & Coordination 12% Birthdays or Promotions Event Title 22% 4- Planning and Control : 9 ,11 ,14 , 16 , 17 Copy, paste the symbols and other assets you see here to build out your own story and make your presentation even more beautiful. Don't forget to delete this. You don't want people to see this part! 8% JOHN DOE TITLE HERE NEW PROJECT IN KOC THIS IS THE END OF YOUR PREZI. NOW FOR THE ASSET SECTION... date You can put details of this chart here TEXT TEXT Analysing the worker defects and highlight the strong points and special abilities taking into account: quality and quantity of work done ,initiative , reliability , integrity , sense of responsibility ,corporation and discipline ,knowledge and skills ,punctuality . 3- Motivation and performance evaluation : 8 , HONG KONG SEPTEMBER BRUSSELS JANE DOE You can put details of an important event, date, meeting, or something similar here. By Rep Add your own team names and pictures here You can put details of an important event, date, meeting, or something similar here. Review and challenge different type of technologies Evaluate and determine different product alternatives Standardizing the process & Procedure. Introducing automation among project for data processing in ETAP which increase quality and meet shortages in employees. Motivation & performance evaluation

COMMS Cost Saving Measures

Transcript: Inject mounting glue into T9 tube Material - 30.3 Hr USD 261 Material cost per Tonne Molding Reject Percentage Rework Material Cost Flushing Frequency Flushing Material Cost Process & Yield USD 0.10 USD 0.65 - USD 2,276 Total Cost Savings How much did we save? Experiments were conducted on models with high reject rates. Proceeded to test out resin with all other models. Process Time Molding Rework Time Total Process & Yield Cost Removal of Loctite 3619 T9 Shrink Tube Replacement 5029RAF Resin Standardization T9 Tube We looked into using 5029RAF resin which had similar properties to 5029R resin. Preparation of mounting glue T9 Tube Process USD 0.36 USD 0.06 USD 0.05 10% USD 8,631 Qty Build Per Annum 18,170 units Total Cost Savings USD 11,436 5029RAF Resin Standardization USD 20,061 Project 1 Material Experiment without Loctite 3619 How much did we save? Process & Yield Increased molding defects forced us to search for a solution 1) Sink mark occurrence reduced! 2) Molding rework percentage reduced! 3) Operator skill dependency reduced! 5029RAF USD 4,677 How much did we save? Success! from 15% to 2% Q2 Total Cost Saving Achieved 3,026 units - - USD 0.32 USD 968 Old Method Project 2 Rid ourselves of using Loctite 3619 Experiments were conducted on all HT746 & HT747 models. COMMS Cost Saving Projects 235.6 Hr USD 2,027 104 Hr USD 52 312.9 Hr 151.4 Hr USD 3,993 Total Cost Savings USD 33,860 Experiment Molding with 5029RAF resin T9 Tube Replacement 141,408 units Project 3 Cost Saving Projects Refresher Loctite 3619 & 4212 is traditionally applied onto steelband before molding earsleeves. Thought to prevent sink mark occurrences. design by Dóri Sirály for Prezi Add mounting glue onto steelband while concurrently pushing T9 tube onto steelband - - USD 0.05 2% USD 927 147.9 Hr USD 1,272 Success! 5029R Loctite 3619 per unit Loctite 4212 per unit Molding Material per unit Molding Reject Percentage Total Material Cost Process is messy and time consuming. Change has to be approved by customers before it's made official. Rework Time Rework Man hour Cost Flushing Time Flushing Man hour Cost Qty Build Per Annum 2356.8 Hr USD 20,268 520 Hr USD 258 Material T9 tube is filled with glue and fitted onto steelband. Process Time Total Process & Yield Cost USD 2,363 Process & Yield Qty Build Per Annum 25.2 Hr USD 217 from 10% to 2% USD 11,436 USD 2,363 USD 20,061 USD 4,677 20% USD 1,323 5 USD 561 New Method 1) Sink mark occurrence reduced! 2) Molding rework percentage reduced! 3) Reduced resin flushing frequency! 4) Reduced set up time! USD 5,183 2% USD 147 1 USD 124 Free up Inventory Cost Mounting Glue per unit T9 tube per unit 3.175 diameter Shrink Tube Total Material Cost Shrink Tube from 20% to 2% from 30% to 3% from 5 to 1

final project-Cost saving

Transcript: Awareness phase Are you Ready to GO Home? 20.187.874$$ 16 days COSTLY CABG Surgery MGH is the 5 th ALTHOUGH: Surgeon representative Clinical data management unit representatives Clinical improvement steering committee representatives Clinical practice council (comprised multi- disciplinary doctors, nurses and administrators representatives physical therapy supervisor Patient educator Mimi O’Donnell When creating a team. You should consider: • How often should you meet? • For how long? • What will be on the typical agenda? • Who will run the sessions? • Are non-members welcome? Top-Ranked Hospital for Cardiology & Heart Surgery in US Planning meeting Operations meeting Newsletters Training program curriculum short term wins: •Provide feedback to inform leaders about the validity of their visions and strategies. •Give those working hard to a achieve a vision a pat on the back. •Build faith in the effort, attracting those who are not yet actively helping. Don't let everyone too soon 8 change culture passed on COST SAVINGS- 6sigma project methodology Brain storming ( for project selection) depending on voting giving score of 5 Frequency table: The result: the Group agreed to choose • CABG surgery Care Path as alternative way to decrease the cost Scope: Include: CABG Surgery Care Path Exclude: •joint replacement Care Path •treatment technologies GOALS: 1- Standardizethe procedure using check list care path 2- Reduction of the cost by 30% 3- Time line compress to be 5 days 4- Decrease the variability between the individual surgeons 5- Get the acceptance by the hospital staff measure The base data for the current process performance shows that Performing the CBAGE surgery in average length of stay ( 16 days ) bring the cost up to 20.187.874 $ 1-Machines : •Delay in x-ray. •Timing of ventilator weaning, extubation at night. 2-Methods : •Admission the night before surgery. •Excessive, unnecessary Physical Therapy. •Transport delays to both OR and SICU. •Communication of schedule, SICU not notified from OR. •Patient information not reported to SICU staff. •Discharge plan not readily available to all. •Availability of rehab beds and lack of weekend admissions to rehab facilities. 3- Materials : • Expensive, medically unnecessary medications. • Excessive units of blood available during surgery. • No space in Ellison 8 post-operatively. • No designated floor for patient overflow. • Use of oxygen. 4-Measurements : •Excessive, costly, medically unnecessary tests. •Control of hypertension. 5- Mother Nature : • Medical complications such as: atrial fibrillation, anemia, nausea. • Pre-existing conditions such as : hypertension, diabetes, dyslipidemia, anticoagulation issues. • Diet. 6-Manpower : •Highly skilled, highly paid nurses, technicians, and physiotherapists. •Lack of SICU staffing. •Communication between hospital and referringphysician. •Patient or family expectations different than that of the physician. •Social situations at home which may prevent patient leaving hospital on time 1-Workforces: 2-Accounting system: 3-Services 4-Procedure (process): 5- Problems: 6-Different medical staff : 7-CABG department 8-Process control : 9-People : 10- Resources 11- Implementing the path itself : 12-Framework : CONCLUSION Improve The cost of the CABG surgery is high and has negative impact on the hospital finance and insurance comapnies by decreasing the oportunities of competitiveness Declaring victory too soon OUTLINE FOR POKA YOKE : • HOW TO PREVENT THE FOLLOWING PROBLEMS : SYSTEMIC : • CPOE to provide adequate information to prevent overflow of patients in one area. • MRO CONSIDERS Copy of Care Path checklist in medical record of patient to prevent patients from going “off the path”. • MROCONSIDERSCopy of discharge plan readily available and must be revised by accounting department to prevent inadvertently exceeding the limitations. • Proficiency of IT system to prevent mistakes due to lack of information. • Gaining the most from the current merger to lower costs by consolidating services, reducing bed count, and downsizing staff. MEDICAL : • Outpatient screening to detect any pre-existing conditions before CABG surgery. SOCIAL : • Social evaluation to detect any present issues which may affect the well-being of the patient or outcome before, during, or after the hospital stay. 1-Brain storming 1-To consider and follow the care path in the hospital 2-Decrease the amount of surgery performed by the resident without affecting the training quality 3-improve the hospital information account 4 decrease the use of expensive medications 5-highly payed technichian and skilled personnal used only where their higher skills were needed causes Problem statment strong reputation specialist, BOSS THANK you KEY PEOPLE Are you ready to Go Home? . Why costly CABG surgery ? Because of prolonged length of stay. 2. Why is there a prolonged length of stay ? Because of systemic, medical, and social reasons. 3. Why were there systemic, medical,

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