Home/Representative Clients

Our clients include diverse industries around the world:

Our clients know that, to thrive in the future, their organization must be different in fundamental ways. Typically they already know what kind of difference is needed: implementation of a new vision or strategic direction, re-engineered work processes, restructuring jobs and/or teams, creating a new era of cooperation between labor and management, "walking the talk" of quality or service or diversity. What they do not know – which DTA provides – is how to put the difference in place rapidly and effectively.

Click below to checkout a partial client list from each industry:

 

Education

  • Bowling Green State University, Ohio 

  • Louisiana State University: National Center for Biomedical Research & Training

  • Mead School District; Spokane, Washington

  • McHarry Medical College

  • Washington State Learning First Alliance 

  • Washtenaw Community College

Energy

  • British Petroleum

  • PECO Energy 

  • Lyondell Citgo Refinery

Financial Services

  • Bank of America

  • Danvers Savings Bank

  • Richmond Savings

  • Daimler Chrysler Services

Healthcare

  • Health and Hospitals Corp. of New York City

  • Medco Health Solutions

  • Covenant HomeCare

  • University of Michigan Hospital 

  • Packard Community Clinic

  • National Center for Prostate Research

High Tech

  • Agilent Technologies

  • Boeing Computer Services

  • Computing Devices International

  • Hewlett Packard

  • Honeywell

  • Microsoft

International

  • Aker Kvaerner, Norway

  • Ceridian Canada

  • Corning, France

  • Eicher Motors, Indore, India

  • Hewlett Packard, Germany and Amsterdam

  • Southern Cross University, Australia

Manufacturing

  • Cadbury Adams, North America

  • Corning Incorporated

  • Ford Motor Company

  • Pratt & Whitney

Non-Profit

  • Best Friends Animal Society

  • Bill and Melinda Gates Foundation

  • National Caucus and Center on Black Aged, Inc.

  • Michigan Minority Business Development Council (BOARD)

  • National Center for Osteoporosis

  • World Vision

Public Sector

Service Industry

  • Marriott Corporation

  • McDonald’s Corporation

  • Sheraton Hotel Boston

  • United Airlines

Unions

  • American Federation of Government Employees (AFGE)

  • American Federation of State, County and Municipal Employees (AFSCME)

  • Association of Flight Attendants

  • Communication Workers of America (CWA)

  • Federation of Nurses and Health Professionals (FNHP)

  • Florida Education Association

  • United Auto Workers (UAW)

References available on request.

Process redesign - Covenant HomeCare

HomeCare a home health agency providing 250,000 home health visits annually in 1999 was faced with closure due to operating in the red for several years. With a new president and a commitment from corporate, Covenant Healthcare, had one year to turn things around. The new president asked Dannemiller Tyson Associates to help her cut $1.5M out of the HomeCare budget by redesigning core and support business processes. Between January and May of 2000 they created an organization where all 350 employees were aligned around a new strategic plan and the action to achieve the plan and had identified, redesigned and implemented seven critical business processes. During a period when four out of five home health agencies in the US were closing HomeCare is still, in 2005, operating and thriving. To learn more, click here


Process redesign - The City of New York

Client Situation: In the first quarter of 1991, with 3 percent of the country's population, New York City accounted for a remarkable 61 percent of cases of multidrug-resistant tuberculosis in the United States. The City of New York was confronted with a potential tuberculosis (TB) epidemic involving a new strain of TB resistant to conventional treatment. The Center for Disease Control had identified a danger that if not interrupted, the disease might spread to the rest of the nation. Involving several agencies, controlling tuberculosis was emerging as a problem in one of the largest cities in the United States….click here for more information.


Organization Design - Central Intelligence Agency

A division of the CIA consisting of 150 employees was experiencing customer dissatisfaction at an all time high and facing the possibility of being outsourced. A new leader was brought in to (1) reengineer the processes to make them faster, better and cheaper; and (2) to change the culture from a craftsperson, individual focus to a team based, customer sensitive organization. Dannemiller Tyson Associates worked with organization – the effort began in February with a leadership retreat. In March everyone was brought together; processes were redesigned in April and May; a new organization structure (with new roles and responsibilities) was created in June; and the new organization went “live” in October. The outcomes were 1) Cycle times were down 40 percent, 2) The organization was completing the same volume of work with 20% fewer people (mostly gone through attrition), 3) Five new teams were started up (including a brand new leadership team), and 4) Customer satisfaction was up 80% from pre-Launch measures.  To learn more, click here

 

 
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