Case Study: Turning a Stalled Experience Into a 55% Faster Process — In 90 Days

The Situation A mid-sized LatAm memorial & cemetery services group (500+ employees) had no function responsible for planning, measuring, and improving processes end-to-end. Problems were identified, "solved," and measured by the same team that owned them — with no line back to the company's four strategic KPIs (operating profitability, NPS, eNPS, brand positioning). A performance committee had been created on paper but needed activation.

My Role I joined as the external member of the newly formed committee, not as an outside auditor, but as the operator who runs the cadence: monthly sessions, bi-weekly follow-up, and the discipline to turn diagnostics into decisions Executive Direction can actually act on.

The Approach Rather than mapping every process in the organization first , a path that risks a year with no visible result , we picked one high-impact, cross-functional process, solved it completely, and used it to install the method. The process chosen: plaque fulfillment, selected because of its direct link to complaints and NPS, its cross-departmental nature, and a scope small enough to resolve in one work cycle.

What the Diagnostic Found

35% of all company complaints traced back to this single process

First-Time Quality of 47.8% , meaning more than half of all cases required rework

76-day customer wait time on the fastest path, against a 30-day promise

17% cost overrun from rework and process loops

A quality control step that verified the vendor's paperwork, not the customer's actual request, a control that couldn't catch its own root cause

What's Next The redesign cuts lead time in half without touching the vendor side,  the remaining lever requires a leadership decision on sourcing. The committee is now taking three decisions to Executive Direction (sales channel redesign, vendor diversification, and a low-cost operational fix worth ~8x its investment in avoided losses), while queuing the next end-to-end process for the following cycle, proving the method scales, not just solves one problem.