Business Transformation is all about change, be it in Manufacturing or in services such as Banking & Financial Services, Outsourcing & IT!
Many times organizations know what needs to be transformed and by how much. They even know how to execute the change. Ironically, it never gets accomplished. And if it gets accomplished, the change hardly survives a year. This is a combined failure of change leadership, project management, organization’s culture, quality of solution, incentives, lack of interest, process failure, technical knowledge, competition, external conditions, regulation, etc.
A delicate balance between all these factors need to be established for a successful change. Our unique proposition is to provide this balance by adding the missing links and strengthening the weak links in your strategy, tactics and execution. We deliver this by collaborating with your teams.
In simple words, we partner with you to accomplish the unaccomplished!
How can we help you!
- We can help you to identify where transformation is needed
- Prioritize transformation initiatives
- Plan for transformation from all three aspects – People, Process & Technology
- Execute transformation from two aspects – People & Process
How are we different?
- Our strength lies in our ability to understand client requirements…just read our client’s testimonials & you will get an idea!
- We don’t have standard products (such as a training course or a software) that we re-package & offer you
- We are not a training firm that offers to drive transformation as value added service, instead we are hardcore Change Agents!
- We have vast experience in leading change in complex situations across industries and corporate cultures.
- What works for large corporates may not work for start-ups. We understand what suits you..
- We don’t thrust an specific methodology such as Six Sigma, Lean, Theory of Constraints, Balance Score Card, Triz, Scrum, etc. We just do what is relevant for to bring out the transformation
- Our principal consultant will be hands-on all engagements. So you don’t have to bear with junior consultants who are there to learn from you!
What have we done?
Product development to launch End-to-End Value Chain
For a white goods manufacturer, Neil managed the timely launch a new product line of fabric dryer with responsibility to establish the entire value chain including product development, engineering, costing, supply chain, production, marketing, sales and service.
Lead Time Reduction
For a Bank, turn around times for processing of Letter of Credit were substantially high in their Singapore operations. Using principles of lean, the lead times, wait times & process times of sample transactions were measured to identify opportunities for improvement.
In collaboration with the team an improvement of 80 % was achieved in the end-to-end turn around times.
Resource Utilization
For a Bank’s outsourcing unit, Neil ran a project to reduce administration cost by 20 %. Key result areas were reduction in consumption of electricity, improved transport efficiency and seat utilization. These were achieved by reducing the variation in air conditioning, introduction of low cost automation for lighting, improvement in power factor, improvement in transport shuttle routes, rescheduling of shifts to maximum seat utilization, etc., most of which involved negligible investment.
Productivity Improvement
For a white goods manufacturer, Neil pulled up the daily production of a vendor manufacturing AC units by 7 folds within a week by establishing single piece flow & kanban. As a result there was reduction in waste and increase in resource utilization. This helped in timely launch of the product in market.
Process Design
For a product line of white goods manufacturer, using the first principles of IE, Neil designed the factory layout and production facilities such as conveyors, presses, production procedures, special tools, automation including material flow, material storage facilities. MTM-2(methods time measurement) was extensively used to establish the standard time. Using precedence matrix and master production schedule, desired capacity & TAKT time were established and implemented.
Business Process Architecture
Again for a Bank, collaboratively with process owners, Neil established business processes, performance metrics, measurement, ownership, accountability & dashboard rigor for functions corporate finance, procurement, HR, risk management, technology, program office, physical security and admin. This architecture helped process owners to manage the day-to-day process by identifying problem areas, effectively controlling defects & delays, training staff and planning for expansions
Campaign to drive cultural change
For a Bank, Neil led a campaign to drive metrics based management culture across the organization covering associates of all cadre. This campaign included the launch of a mascot, themed & segmented communication, road shows, associate engagement events and loyalty program. All this was backed by solid program management, engagement of leadership, structured training programs, senior management workshops, metrics & dashboard rigor and incentives.
Read more about our Innovation & Creativity Initiatives Here