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A range of challenges - a range of
outcomes.
Here is a
sample of how what we do has helped executives and managers achieve
their goals:
Just In Time
Logistics
A major brewing company was
implementing a new distribution process.
The overview of the new Just In Time
(JIT) operation was understood however everyone had a different
perception of what would happen where and on which day as product
flowed from the brewery to pubs and shops.
The distribution cycle was documented
in detail and presented visually to the key managers involved in each
step of the supply chain. Later the operational and IT
requirements were defined and reviewed in a series of workshops.
Next processes were documented for training and compliance
purposes and a new IT system implemented to coincide with the start of
JIT operations.
The new operation went live on time,
delivering significant savings in the cost of stock and distribution
overheads. Customers experienced improved service.
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Management
Reorganisation
A business services provider
needed to realign management to cover both UK and Indian operations.
Service delivery to clients was
increasingly being based on integrated operations from UK and
Indian locations. To establish an appropriate management
structure and executive buy-in, a series of half day
workshops were held over a two day period. Both UK and Indian
managers were involved and at the end of day 2, recommendations were
presented to the MD.
The new organisation was subsequently
endorsed, briefed to the company and implemented.
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Credit
Card Processing Migration
A major credit card company was
migrating its first business process to India.
There were uncertainties as to how
the process should be amended to cope with the new geographical
situation. The end-end process was mapped onto a wall and
reviewed with key staff. Post-It notes were stuck to the map at
any point of possible issue. The issues were then reviewed and
solutions found where needed.
As implementation approached it
became clear that detailed planning was needed for the cutover
period. Operational managers stepped through the process to
produce a daily 'before, during and after' schedule.
In both instances confidence was
raised to proceed with the first ever offshoring undertaken by the
company. Based on the subsequent success of this first pilot,
further processes have been offshored with significant costs savings
and quality improvements.
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Risk
Management Compliance
A standard approach to risk
management needed to be refreshed and re-launched by an oil and
chemical company.
It was corporate policy that
every function and project should have a compliant risk management
plan. Supporting material for the process was reviewed and extended. A combined one day training and
workshop event was designed and after a successful pilot it was
delivered on demand to managers throughout the UK.
Department and project managers were
able to develop fully compliant risk management plans.
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IT Impact Assessment A UK retailer was assessing the impact for IT systems of
the possibility of the UK joining the European Monetary Union (EMU).
Based on previous extensive research,
a one day workshop was designed. The first part of the day was
given over to presenting the essential facts relating to EMU.
Next was a review of initial reaction and ideas. The day ended
with agreement of an action plan for the detailed review system
by system.
The retailer was able to demonstrate
to its parent company its readiness and the potential costs should the
UK have joined the EMU.
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Public Sector Offshoring A
joint venture formed to deliver business services to the NHS needed
project plans.
Selected business processes were
being offshored to India and target dates were set for the start of
live operations. Detailed project plans were needed to identify
the steps to be followed. A series of project definition and
planning meetings were held to provide the detail needed.
Each phase of the migration of work went
live on time, enabling the JV to meet is cost reduction and quality
improvement targets.
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New Service Line in the Voluntary
Sector A voluntary
organisation set up a new project to implement and monitor a pilot
service line.
The project manager knew the approach
and requirements which were reviewed and ideas captured. Using a software tool
these were then manipulated to develop a work breakdown
structure that most effectively reflected the phasing in of the
service. This was then exported to a project planning tool for
detailed scheduling.
A
workshop was held to define key features of the new service. In
addition to ensuring everyone involved was on the same page, the
outputs also provided direction and detail for the production of
procedures and manuals.
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