Business Process Improvement Specialists
Improving your operational effectiveness
The primary reason for implementing business systems is to provide consistency and therefore predictability in the quality of outcomes. It also establishes the means for day-to-day operational activities to manage themselves, leaving managers with the time they need to deal with exceptions and to work on business development.
There are a range of areas where we can assist with the way that your business operates. Each Gibsons business consultant has had extensive, hands-on business experience. We are not theorists.
Gibsons business consultants provide practical advice that will deliver productivity increase, greater efficiency and improved profitability.
Call us now for a free and obligation free discussion on how we can help improve your business processes.
Business Process Modelling
The best way to determine how efficient your processes are is to model them in a Business Process Map.
A process map charts each step of your process and is the starting point for analysing the efficiency of your overall process and identifying opportunities for removing any waste.
Optimising Supply Chains
Supply chain management is defined in many different ways, but we prefer to take it back to its most basic meaning and that is “cash velocity”. Optimising your supply chain is all about maximising the speed required to turn your cash inputs into cash outputs, which implies doing it with maximum efficiency.
In order to achieve the optimum cash return on a dollar’s worth of inputs, there are a range of issues to consider including the way that your internal processes are functioning. This includes an assessment of how relationships are managed at the organisation boundaries with suppliers and customers.
By considering your supply chain as a continuous end-to-end process and analysing how each element of it functions and interconnects you can:
- Identify and eliminate internal and external bottlenecks
- Reduce your lead times
- Reduce your inventory levels
- Improve relationships with suppliers
- Improve delivery performance
- Increase overall efficiency and profitability
- Improve return on investment
We have experts with international supply chain management experience who will help you to optimise the flow of raw materials and finished goods into, through and out of your business.
Sensible risk management is good business practice and allows you to be ready for when unfavourable circumstances arise that could threaten the viability or profitability of the business.
Risks can be internal or external and fall into a range of categories including Hazard Risks, Operational Risks, Financial Risks, and Strategic Risks.
Our risk management process involves:
- Identifying and characterising threats
- Assessing the impact to the business if the threat occurs
- Assessing the likelihood of the threat occurring
- Categorising the level of risk
- Preparing risk mitigation strategies for those categorised as extreme or high
The outcome of the process is a risk management plan that meets the requirements of ISO31000:2009.
Lean Manufacturing is a management philosophy that is based on the manufacturing processes developed and implemented at Toyota by Taiichi Ohno and Shigeo Shingo over a 20 year period.
It significantly improves the efficiency of factory processes. The principles can also be applied to administration systems
There is a long list of initiatives that can be implemented under the Lean Manufacturing banner. The ones most commonly in place are:
- Value Stream Mapping
- Cellular layout
- Visual Management Systems
- Elimination of waste (where waste has 7 discrete elements)
Gibsons business consultants can assess your processes and advise which elements of Lean are most appropriate for your organisation. Our business consultant will then develop a Lean program specific to your needs, train your staff in how to use it and assist with its implementation
Information Technology is neither an unavoidable cost element nor the magic dust to fix all business issues. The right IT setup enables your business to be efficient and successful.
The IT Strategy must follow the business strategy. This golden rule always applies independently of whether you are a global firm or a local family business.
It is a common mistake that the selection of an application happens far too early. A quick decision on software after an impressive demo session is often seen as shortcut in the whole decision process, but often leaves the business with performance shortcomings and follow up costs.
The IT Strategy needs to define what are the “Must have”, the “Should have” and the “Nice to have” elements to support the delivery of the business strategy. The next issue to consider is the need for business continuity compared with the maintenance requirements of the IT system. And the final element of a proper IT Strategy is the financial part – a business plan to demonstrate if the business benefits can justify the implementation and running costs.
With all the elements of an IT Strategy, the active involvement of the people in the business who will interface with the system is crucial. Only if people express what they really need, can the IT deliver the right architecture and acts as a business enabler.
The key requirement for a successful implementation is to have an expert on your team, with no connection to the software provider who can interpret the jargon and who will provide independent advice and guidance for your staff. Gibson’s lead consultant for IT Strategy has had more than 15 years of international experience in supporting software implementation projects for multi-billion dollar firms as well as SMEs.
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