
	35-B1, Gokulam Phase II, Shriram Nagar, Nolambur, Mogappair (W), Chennai - 600 095	Phone : +91 9176616766 Email : neil@collaborat.com Instant Contact : Live Chat

We lead Change for You

We Collaborate with organizations to improve Profitability & Performance!

Many times organizations know what needs to be improved 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!

VK Murali, Head, Corporate Banking Operations, Standard Chartered Bank recommends "Neil is quite versatile by way of his varied experience across industries. As Master Black Belt he has guided many novices and executed many projects which have helped reengineer processes and result in saves."

What we bring to table?

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..
Diverse expertise in the following :
- Strategic planning using Balance Score Card and Hoshin Kanri
- Business Transformation & Process Optimization through Six Sigma and Lean
- Customer Experience Management
- Operations Management using Industrial Engineering & Theory of Constraints techniques
- Innovation & synergy generation through Knowledge Management & TRIZ

How are we different?

We are different from consultants. We don’t :-

Theorize your problem and sell it back to you
Thrive on Jargons!
See every opportunity of our interaction as a potential sale point
Force-fit your problem into a ‘methodology’ we know
Attempt to make projects bigger or longer than they need to be
Produce an elaborate dossier called ‘project report’ that reiterates the problem

In a nutshell, we walk in your shoes and deliver results.

What have we done?

These are just few examples of Neil’s experience. They highlight specific interventions, not the full range of work over the years.

Change Management

For a Bank, Neil rolled out a change management program across the organization that recognizes ‘Variation’ of all kinds as waste and reduces it. In this program, associate level variation in productivity & accuracy, day-to-day variation between teams, etc, were reduced through an integrated approach covering incentives, staff coaching, visual management, process changes and an effective communication campaign. The foundation of the program was a special method to measure and reduce variation based on statistical science. As a result this program, productivity improved of over 70 % within a quarter.

Product development to launch End-to-End Value Chain

AHBN Reddy, Director Plant, Whirlpool recommends "During his stint in whirlpool, Neil worked on many industrial engg. improvements projects. He also handled innovative fabric dryer project. Based on his systematic approach, process orientation, result orientation and project management skills ,we are able to launch the project on time with right quality and cost. He is a good team player in all his assignments."

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.

Cost Reduction

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.

Customer Experience and Service Quality

Customer Loyalty is driven by customer experience, which is, in turn driven by several factors including product offering, pricing, channels, touch-points, technology, staff behavior and attitude, problem handling capability and service quality. Improving customer experience involves customer research, surveying, competent competition benchmarking, touch point analysis, technology enhancements, process improvements, staff training, incentives and even hiring for right skills. Neil has managed multiple programs in aforesaid areas for multiple banks that improved satisfaction scores.

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 Stewardship experience here