Based on employee feedback, Harold S Haller & Company assisted a division to break down barriers between departments through a systems approach to reorganization. In addition, Haller & Company consultants applied Six Sigma type continual improvement methods to Effluent Treatment Plant data. These results enabled operators to meet the discharge requirements to the plant without exceeding the permit limits.

Using employee feedback along with the concept of a system map of this Chevron division, Haller & Company worked with the senior management to create an organization which moved decision making to the lowest level while coordinating the efforts of production, maintenance, and technical support. Traditional functional silos were eliminated in the reorganization which allowed the process owners to communicate more frequently and efficiently. A direct benefit of the reorganization was the improved working relationship between Chevron's division management and the management of their union, OCAW.

Following the continual improvement leg of the implementation "staircase," Haller & Company consultants worked with Chevron technical staff to analyze production data in order to dynamically model the Effluent Treatment Plant process. This model quantified the effects of feed conditions, discharge levels, and aeration operation on the discharge limits which permitted shift supervisors to operate the plant efficiently without violating environmental regulations.