Cost control with Lean

The problem
"We are spending too much money on outside counsel and vendors. We need to control costs."

The strategy
We applied different Lean Six Sigma techniques to correct poor contract management, poor technology adoption and long contract cycles.

The outcome
We planned and conducted a series of Kaizen events. During these sessions, we worked with the team and used different Lean tools, such as: fish-bone diagrams, value-stream mapping, various brainstorming techniques, and others, to determine the root causes of the problems and implement solutions. We formulated a better workflow and decided on the best technology solutions. Together with the acquisition and adoption of better suited technology, and the appropriate training, we successfully implemented these changes:
•Created a preferred vendor panel focusing on skills, compliance and data security & protection capabilities, diversity, and pricing.
•Updated the old RFPs with modern data and technology best practices. Included requirements for technology applications, project management, and reporting.
•Planned a law firm panel convergence summit, using Lean Six Sigma tools to determine the selection criteria.
•Established selection criteria using: rates, experience, skill sets, geography, diversity, and needs.
•Created a plan to analyze data from the bidders to serve as a basis for comparison.
•Using data gathered, identified situations in which flat or other AFAs should be considered.
•Decided on new value-based sourcing and staffing models.
•Created a plan for training the selected law firms on Lean and Agile methodologies and to use these in the client's matters.

Time saving with Lean

The problem
The client was frustrated with the amount of incoming work and unfinished projects. Everyone seemed to be overwhelmed with work, "there are not enough hours in the day" was a common complaint.

The strategy
We used Lean management techniques and tools like Kaizen, DMAIC, and process maps, to help the team discover and remove "waste" - as defined in Lean- from the day-to-day processes.

The outcome
•Conducted time-management training.
•Created new workflows and process maps (e.g., a 5 page process map on NDAs to reduce turnaround time).
•Decided to use temporary staffing, at a much reduced cost than full-time employees, to clear up backlogs and clerical work from the busy attorneys in the department.
•Realigned the workforce and the workloads by subject matter and reassigned tasks to people best-suited for the job. We also cut unnecessary tasks.
•Automated tasks using technology, and executed a solid implementation and adoption strategy.
•Created a shared portal for task tracking, assignments and reassignments.

Vendor switch saves $10 million

The problem
A law firm was unhappy with the cost and performance of its document review platform, but feared the delay and expense often involved in changing vendors.

The strategy
We negotiated more favorable terms with a new vendor, and planned and executed a successful migration of more than six terabytes of data and coding without losing any work product.

The outcome
Immediately, the firm began saving approximately $157,000 a month. Over the lifetime of the litigation, the savings totaled over $10 million.

Finding the right match

The problem
Mistakes during e-discovery can have disastrous consequences in litigation. Two national banks involved in a high-stakes case asked us to help them improve their document review process.

The strategy
We drafted review protocols, trained the clients’ personnel in e-discovery and legal project management, and monitored the review process to ensure that procedures were properly followed.

The outcome
After implementation of the new protocols, the document review process showed an error rate of less than 5%, a review speed 25% faster than the year before, and a 34% decrease in cost.

New protocol speeds document review

The problem
In litigation, document production deadlines wait for no one. In the face of a challenging litigation schedule and close to eight terabytes of data, a federal agency asked us to use technology to improve the efficiency of its process.

The strategy
We drafted a technology-assisted review protocol, negotiated it with opposing counsel, and managed a defensible document review process with a statistically significant measure of success.

The outcome
The review, including validation and quality control, was approximately 80% faster than a review using the traditional Boolean method and approximately 65% faster than using indexing and clustering.

Cheaper by the million

The problem
Individual e-discovery contracts are costly and time-consuming to negotiate.

The strategy
Using our industry connections, we negotiate groups of vendor contracts as part of a package and use volume to drive down costs.

The outcome
Over the course of five years, we collectively saved approximately $30 million in hosting and processing fees for a set of clients engaged in protracted document-heavy litigation.

Managing complex production scenarios

The problem
A law firm needed to quickly review more than 15,000 loans in various mortgage-backed securities cases. The client demanded transparency at a granular level and the ability to determine the status of each loan on demand.

The strategy
Using Lean Six Sigma and project management techniques, we created an efficient, replicable approach. First, we collected the data from third parties and processed and indexed it, deploying underused client resources to cut costs. Next, we trained more than a dozen vendors to conduct underwriting and appraisal reviews using a web-based questionnaire. We also developed a tracking mechanism for loan status.

The outcome
We met the deadline and the budget. At every step, the client was able to view the status of each loan.