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Past Experience

Please find below a number of examples of our past experiences where we have successfully delivered programmes to a large variety of clients in many different sectors. Click on a company name to see more information.

Container Port

Cost Reduction & Process Improvement

A Leading International Container Handling Port Services Organisation

Leading International Container Port

Issues

  • Poor planning, use of inaccurate & historical data, disconnects between departments, poor working practices with systems not fit for purpose
  • Serious communication gaps (Commercial and Planning resulting in 2,500 claims a year costing €2.5M/Year)
  • Resource Planning (Berth productivity and Quay time conflicts, no shared resource approach to address peaks & troughs, no meetings between terminals)
  • Poor management / supervision practices and behaviours

Actions Carried Out

  • Alignment of the resources, increased productivity and flexibility
  • Able to dramatically reduce contractor costs
  • Improved machine availability at the lowest possible maintenance cost
  • Upgraded the purchasing department/processes from supplier management to strategic purchasing management model
  • Organisational alignment and Supervisor behaviour training

Tangible Improvements

  • 90% reduction in the "Agency" hours
  • Operational productivity improved additionally by 15%
  • Purchasing procedures removed 5% of spend
  • Warehousing system identified obsolete and over valued stock and installed systems to track stock in the future (min / max etc)
  • Reduced the average cost per container from €140 to €100

Improved controls and project management gave a €36 M ROI

Pharmaceutical Companies

Revenue Generation & Sales Skills Improved

Leading International Pharmaceutical Company

Issues

  • No consistency of approach across multiple sites and countries
  • No understanding of activities for shared customers between separate sales teams
  • Lack of recording critical information e.g. objectives and outcomes for customer visits
  • Concentration of "selling products I know" and missing high margin opportunities eg upselling, cross selling

Actions Carried Out

  • Developed a new Sales Management Operating System (SMOS)
  • One-on-one coaching of sales teams
  • Product specialists introduced and trained sales teams
  • Standardised documentation and reporting across the globe

Tangible Improvements

  • 12% uplift in sales
  • 50% uplift in calls per day and selling higher margin products
  • Greater communication between countries with the same customer

Greater discipline and focus leads to 12% growth in sales annually

Beiersdorf Supply Chain

Beiersdorf Supply Chain

Issues

  • Pick rate required a massive increase to satisfy customer demands

Actions Carried Out

  • Categorise stock as high moving (A), medium moving (B) and slow moving (B) – the warehouse was then organised so that A is nearer the front and redesigned racking based on customer demand.
  • Automated slot allocation for key components
  • Set up routine cycle counts in zoned areas to be performed during dead time in daily operations, hence adding a valuable activity to previous rest time for the teams
  • KPI's identified and driven through whole of Supply Chain

Tangible Improvements

  • 30% Less travel time for A+B classification products
  • Better utilisation of warehouse space
  • Allowed addition of huge new product to warehouse with no additional cost

Supply chain efficiencies were gained which allowed for an uplift in volumes for no additional costs

Novartis

Novartis

Issues

  • Old warehouse sold and new facilities required
  • Customer delivery rates not satisfactory

Actions Carried Out

  • Rationalisation of products
  • Source and Selection of new warehouse facilities
  • Design and fitting of new warehouse
  • Redesign of all procedures and operating controls for the new facility

Tangible Improvements

  • Purpose built warehouse significantly reducing running costs and increasing customer delivery achievements by 20%
  • Customer managed inventory systems established - automating replenishment direct from the supplier which reduced lead time by up to 5 days

New warehouse design and installation utilising modern replenishment standards

Packaging Company

Productivity Improvement and Cost Reduction

Global Operations in Printing and Packaging

Issues

  • Lack of consistent measurements at point of execution on the shop floor
  • Lack of clarity on operators daily targets
  • Supervisor roles and tasks not identified and controlled
  • Equipment issues not documented and root causes not eliminated

Actions Carried Out

  • Consistent set of metrics set up for 30 Sites across UK, Europe, and US
  • Daily production/machine targets set and reviewed at each site within new Management Operating Systems
  • Regular Supervisor reviews of shop floor performance and issues established

Tangible Improvements

  • Several sites deliver weekly improvement in critical metrics e.g. 14% increase in Sheets per manned hour
  • Throughput significantly increased across most plants showing savings of up to 20% in a plant
  • Waste reduced across most sites between 3-7%

Delivers significant benefits after first year of implementation, with 5 times ROI

Automotive

Cost Reduction & Logistics

Mitsubishi Fuso (Trucks) Supply Chain Rationalisation

Mitsubishi Fuso (Trucks) Supply Chain Rationalisation

Issues

  • Move from in-house distribution in South Australia to more competitive 3rd party logistics company in Central Australia
  • Dead stock too high
  • No obvious alternative supplier identified
  • Reduce the footprint of inventory held

Actions Carried Out

  • Managed the complete tender process
  • Selected TNT to manage 3rd party logistics
  • Reduced the parts stock holding by 20% without impacting on service
  • Remapping and redesign of processes from order to distribution
  • Transfer and security of stock from one warehouse facility to another

Tangible Improvements

  • 20% reduction in costs of Warehousing
  • Improved turn around time from customer stock order to delivery
  • All identified stock was re-located from Adelaide to Sydney while still hitting the current Customer satisfaction levels.

Logistics streamlined and relocated to a central location on the Eastern Seaboard

Technology

Revenue Generation, Sales Skills Improved, Change Management, Leadership Development

Issues

  • Within a large multinational 11 separate businesses acquired
  • These 11 businesses required to be integrated together into a single Division
  • 11 individual ex MD’s and Business Owners still operating the business units

Actions Carried Out

  • New Management Structure developed
  • European Leadership team selected into new roles all “departing” leaders managed
  • Several smaller units closed and the work transferred
  • A virtual design team for all product lines established
  • New sales team structure, personnel and operation mechanisms established

Tangible Improvements

  • No overall loss of sales whilst at the same time increasing price by 2%
  • 5% reduction in operating costs for the whole business

StarHub Telecommunications Selling and Customer Services in Retail

StarHub Telecommunications Selling and Customer Services in Retail

Issues

  • Too much extraneous activity and little real selling
  • Inconsistent selling of branded products
  • Customer services only managed issue/orders no upselling or cross selling
  • Lack of rigorous processes within customer services arena

Actions Carried Out

  • Develop and implement a new Management Operating System for both Customer Services and Retail Shop Outlets
  • Advanced Sales Skills Workshop rolled out across all outlets
  • Mystery shoppers utilised to enhance selling approach uptake

Tangible Improvements

  • Increased revenue by 18% within customer services and retail sales
  • Greater control of brand selling across all outlets
  • Better system of measuring daily sales success

Rigorous implementation of targets and achievements to energise sales teams and deliver increased revenues

Old Mutual

Revenue Generation & Customer Satisfaction Improvements

Old Mutual (subsidary of Barclays Bank)

Old Mutual (subsidary of Barclays Bank)

Issues

  • Lack of new sales pipeline and growth and activities
  • Retention of new customers - there was a 40% drop out rate for new customers during the legal "cooling off period", by changing procedures this drop off rate was significantly reduced by 25%
  • No planning or control of sales activities

Actions Carried Out

  • All sales activities mapped and assigned value criteria
  • Critical sales activities planned in new bespoke Sales Management Operating System
  • Trained the sales team on advanced sales techniques
  • One on one coaching across all sales teams

Tangible Improvements

  • Reduction of 25% in cancelled orders
  • More structured sales approach to territory management reducing wasted travel time by 37%
  • Increase in overall sales of 15% in first 12 months

Planning and structure in sales delivers 15% uplift and reduced wasted effort

Chemical Manufacturing

Change Management and Operations Improvement

Issues

  • Cost of manufacturing too high
  • Inflexible structure and work practices across several plants
  • Massive differences in "day hours" productivity and out of hours efficiencies

Actions Carried Out

  • New Leadership Structure implemented eliminating 3 layers of management
  • "Plant Coach" role developed for each site
  • Empowered teams established
  • Procedures and skills drastically altered across all areas of plant

Tangible Improvements

  • 40% reduction in manpower implemented
  • At same staffing levels, some 2 years later additionally a 25% increase in productivity with no reduction in quality or safety

Others

Further Experiences

Other companies that we have worked for, or have had experience of in the past.

Other Experiences