Every business, whether start-up or established, has opportunities to optimise its profits. Evolving, constantly adapting to its environment to become the best it can be with the resources available. By continually comparing where we are, to where we want to be, evolution proceeds in a continual spiral towards perfection.
My 20 years’ experience of extensive implementation and change management enables me to analyse what’s working and what’s not – clearly, and quickly. I provide the expertise, knowledge and skills you need to drive continuous improvement, with measurable results.
A business is only as good as its people who, in turn, are only as good as the tools and training they are given to do their job. As a fresh pair of eyes, I reveal common sense solutions and inspire creative ideas, providing an extremely effective route to enabling you and your people to move your company forward, in a short time frame.
To achieve this I get right inside your business. My experiences have seen me sitting on milk floats in London at 3am observing the working practices of the average milkman; standing alongside lumberjacks in the vast isolation of South American pine forests analysing ways to improve their output; spending many hours on shoe manufacturing lines in Eastern Europe to identify and rectify causes of downtime and quality issues; and working alongside welding robots in the USA streamlining staff utilisation.
Each of these businesses Performance Improvement Programmes realised significant profit increases, ranging from a few thousand to millions of pounds in annual financial savings.
Drawing on my scientific and management background, I apply solid analytical and common sense techniques to identify opportunities for continuous performance optimisation. This evolutionary approach is achieved through detailed analysis of current processes and procedures, working with you to formulate and implement more effective working methods.
By revealing weaknesses or poor practices that those immersed in the business are often too close to see for themselves, I highlight the opportunities. This clarity enables us to realise that potential – whether in more productive teams, more efficient machinery or clearer, transparent systems – to deliver tangible results that impact on your financial bottom line.
Automotive Manufacturer, USA
I was responsible for full project cycle delivery of a 9-month programme, in the truck cabin manufacturing plant, delivering an annualised productivity increase of US $625,000. Key initiatives resulted in the speed of the manufacturing line being slowed down to improve quality and operator utilisation at each workstation, which in turn reduced the defect rate by 65%. Daily production of quality-approved cabs increased from an average of 32 to 54 per day.
Bank, South Africa
With project management responsibility right from the initial analysis, I successfully delivered this 12-month programme, achieving annualised financial cost savings of US$33M, and client satisfaction leading to a Phase II business development service. Key improvement areas included reduction in debt on existing loan book, organisational remodelling and restructuring for consistency in customer service delivery and improved resource utilisation, development of additional products and services for competitive advantage against the regional retail and commercial banking sector.
Private Clinic and Hospital, Chile
I was responsible for project design, start up, implementation and delivery of a 6-month programme, achieving annualised financial cost savings and productivity improvements of US$1.3M. Key improvement areas included analysis and rebuilding of job roles reducing headcount and salary costs; increased productivity in nursing specialities reducing external agency fees; improved planning and utilisation of employees through the implementation of routine cleaning and preventative maintenance plans, reducing external subcontractor costs.
National Newspaper, Chile
Project Management of full project cycle, delivering a 9-month programme achieving annualised financial benefits of US$1.6M, through organisational restructuring; management and supervisory training improving planning and utilisation of both human resource, machinery, materials and consumables; improved circulation and distribution channels of the daily and weekend newspapers; improving quality control to reduce wastage of paper and ink consumption in the printing process; reduction in consumption of photographic film through behaviour change of journalists.