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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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