• Client: A large utility company

• Business Area: New Customer Connections

• Opportunity: Streamline the time to install a new client’s gas and electric
   service from 26 weeks to 13 weeks

• Findings: Discovered that the business was measuring success in a way
   that was meaningless to the customer (average time v. delivery to due
   date); process was worse than originally believed (36 weeks!)

• Results:
   - Empowered Union employees and leaders to participate, building buy-in
     and support for future projects (Unions asked for the use of the Lean
     Six Sigma approach on another upcoming project!)
   - Removed 23 handoffs from the process (going from 27 to 3)
   - Vastly reduced work time and overall cycle time, delivering customer
     connections in as little as 10 days when needed by customers