One of the World's largest insurance companies asked us to assist them in developing and introducing a skills framework for their IS department of 1500 people.  Working with their cross functional in-house team we successfully produced a framework based on SFIA (Skills Framework for the Information Age) within three months.  The roll-out of the framework resulted in a double digit percent reduction in headcount, as IS resources were used more efficiently.

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This global bank needed to review their budgeting process. One of our consultants led and facilitated an in-house team  in a project that reviewed their current methods and defined an improved process.  We then went on to produce a software specification for a global e-enabled budgeting system that was circulated to identified software vendors.  We established an assessment methodology and presented the proposed solution to senior management who signed off the purchase and implementation.  The project was achieved within three months and included benchmarking with similar size organisations.

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Association of Chartered Certified Accountants (ACCA)

Rough-cut Activity Based Costing training during their Spring and Autumn courses.

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Rolls Royce Civil Aerospace

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A truly world class business that makes connecting devices, used our Activity Based Costing model to enable it to accurately calculate product / customer costs and so focus its operations on the profitable product/customer combinations.

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In a separate project we worked with one of the world's largest telecoms companies to dramatically improve their service delivery processes in Europe through process mapping and re-engineering.  We undertook the development of their training material and trained their first group of in-house change champions and facilitators, thereby effecting a lasting skills transfer.

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We developed a new Sales and Operational Planning process and implemented it in 4 months to help this manufacturing business focus on maximising customer service whilst reducing stock. The new monthly routines were then used as the mainstay of a process redesign exercise that allowed the business to specify to external IT suppliers their requirements for a new ERP system.

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A printing business needed to understand the profitability of each and every job. We built an estimating model using ABC, enabling the estimated costs that were quoted to customers to be compared with the actual costs incurred in the business.

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Using our ABC model, a Healthcare products  manufacturer, serving the retail market, was able to determine the profitability of its various product ranges as well as that of its main customers. Our process mapping and the identification of non-value adding activities allowed the business to improve its value stream.

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A multinational aircraft overhaul company used us to help define improved processes and a new management structure. Through training and mentoring we helped key personnel understand their roles and responsibilities and embrace the new processes.      

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Messier Services overhaul (MRO) all types of landing and braking systems. We worked with them to improve the process for overhauling the landing gear for (among others) the Tornado multi role combat aircraft.  The project involved the tracking of the inbound landing gear, its breakout into components and parts, together with their subsequent overhaul and re-assembly.  Despite the need for traceability throughout the overhaul process, we were able to highlight several areas for reducing cost and turn time without loss of quality or control.

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We helped introduce new manufacturing and leadership techniques to this well-established manufacturing company to help reduce costs. Both group working and one to one mentoring were used to help people develop their skills.

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By bringing Sales and Operations closer together in this alloy manufacturing business we were able to save some £5m in the first year through the introduction of forecasting systems, structured planning meetings and costing systems.  This allowed Production to choose the most economic route for any product, together with a quotation system that reflected capacity and product routing. We provided mentoring to directors and key employees for 3 months following the implementation of the new systems to ensure that the new behaviours were embedded.          

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