CRS achieved 30% savings (over traditional methods) supporting 26 versions of their main product software using single sourcing techniques.

CRS (now Thermo Electron Corporation) is a world leader in designing and manufacturing ultra high performance software and mover robotics to enhance productivity in the global life-sciences industry.

With many products sharing common features, CRS had the opportunity to single-source individual guides from a common pool of information. We provided training in the use of and the development of styles for Quadralay WebWorks Publisher, which enabled CRS technical writers to implement single-source authoring.

OMERS cut performance support materials development costs by 60% (saving approx. $300,000) by employing single sourcing.

The Ontario Municipal Employees Retirement System (OMERS), one of Canada's largest pension plans, was creating a new pension management system (using 800 screens and 5000 unique fields) and needed to develop user support materials. We determined that a single source strategy was the best way to develop context-sensitive Help, a Web-based user guide, and paper-based classroom materials.

OPSEU saved an estimated 36% (vs. traditional methods) by single sourcing performance support materials.

The Ontario Public Service Employee's Union (OPSEU) is one of Canada's largest unions. Its pension management arm, OPSEU Pension Trust, implemented a new pension management system that required a Web-based user guide, HTML-based Help, and Web-based training materials.

We created all three outputs plus a backup paper-based user guide from a single source.

We helped Domestic Banking make more than 90,000 pages of English and French policies and procedures more intuitively useful and easier to manage. Estimated productivity savings to date exceed $1 million.

We analyzed their information, authors, methodologies, and hardware and software, and recommended the best way to move materials onto an intranet. We also recommended they incorporate a content management system and develop single source materials. We then recommended an appropriate tool.

We next help develop dynamic, personalized documentation for nine different user profiles, provided through their portal to some 1000 branches. This process involved information analysis, information modeling, and integration with Vignette.

We enabled Scotiabank HR Systems to make much of their employee information accessible via an intranet to their 1000 branches.

We analyzed all the types of information they wanted Web-accessible, including employee and branch directories, policies & procedures, job postings, etc. and gave them the written guidance and information model they needed to build their Web site.

Web-based training developed from a single source saved Sears an estimated $50,000. in the first year of its implementation.

Sears Canada, a leading retailer and catalogue sales centre, implemented a new catalogue services system that allows users (primarily Call Centre employees) to process customer orders and handle inquiries online. Sears needed to provide training, as well as ongoing support, to system users.

We recommended and developed Web-based training as well as online Help. The training materials take users through the primary tasks they perform when using the system; the Help provides a task-based reference, as well as field descriptions to assist users once they've completed the training.

Two-for-one savings for 2600 users were gained through single sourcing.

Sears was implementing a new repair, parts, and maintenance system in their warehouses across Canada and knew some 2600 associates in 10 different user groups needed training on it.

We analyzed user requirements and determined that an online Help system, in conjunction with Web-based training, would best enable users to access information once the training was complete.

We then trained Sears developers in single source building of the needed training materials, which gave Sears both training and WinHelp for just 5% more money in total than either one would have cost using traditional information development methods.