Improving Engineering Productivity to Maximize Engineers’ Impact

Business Challenge

Disproportionate Time Spent on Tasks Outside of Core Engineering Responsibilities

Our client, an American multinational automaker, recognized that their engineers were spending up to 75% of their time performing administrative tasks rather than focusing on engineering. Due to a recent companywide restructuring initiative, pressure had been placed on the engineers to yield a higher output. To improve their time-to-engineer and production levels, it was imperative to reallocate administrative functions so that engineers could focus their efforts on technical design work.

Our Solution

Improving Consolidating Responsibilities to Build New Efficiencies

Due to a longstanding relationship with this client, rooted in a focus on people and a shared culture, our client trusted us to establish the framework for a program that would eliminate the need for engineers to dedicate their time to administrative functions. By closely collaborating with the client’s management team to identify gaps in engineer productivity, we were able to design a solution to optimize workflows and consolidate responsibilities throughout the organization for top-line efficiency.

We sourced and recruited a team of 37 data entry and sourcing specialists to fulfill administrative functions previously performed by engineers. As part of our solution, we enhanced onboarding through a customized two-week training calendar by utilizing a “learn-show-do” methodology. We also distributed assets, such as headsets and laptops, and provided a laptop tracking infrastructure, consultant welcome kits and employee badge activation. Remote onboarding was implemented and run by our centralization lead and team.

Throughout our partnership, we continually sought new opportunities to refine processes to add value. Structuring our semiannual performance reviews with each consultant around six main competency areas — communication, responsiveness, process management, problem-solving, functional and technical skills, and customer service skills) allowed our consultants to provide valuable feedback that benefited the program.

As consultants were offboarded, we conducted exit interviews to further assess and analyze opportunities for organizational enhancements and retention strategies. We also collected, deactivated and returned all assets and provisional equipment at the end of their assignment.