leaders in business consulting · specialists and the integration of sales behaviour and neuro...
TRANSCRIPT
THE BUILT ENVIRONMENT
LEADERS IN BUSINESS CONSULTING:
2018
WHA Business Pillars
The team at WHA having multiple business, human resources and psychology qualifications and significant experience within the built environment.
COMPANY PROFILE
WHA Consulting (WHA) is a unique consulting company that has developed a wealth of experience working with diverse companies within the Built Environment - Construction, Property, Engineering, Mining, Manufacturing, Technology and associated industries.
The built environment is a varied and complex industry with many in-depth processes and procedure from the initial idea or concept of a project through the tendering phase, award, delivery and execution, handover and continuation of delivery (dependent on industry).
The team offer a collective and integrated approach that have seen the management team within many companies, (at varied stages of growth) benefit from the solutions provided. This is due to our commitment and investment to tailor bespoke programs to suit the specific challenges.
JV Partnerships National & International Companies
Government Agencies
PerformanceProcessPeople
ProfitProductivityPresentation
WHA has a bespoke approach to providing
companies with the required support to position them for greater business
success and outcomes.
Start-up and concept businesses
Independent consultants
Small to medium enterprise (SME)
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At WHA we believe the success of companies relies on the investment of human capital through all stages of company growth, projects and teams.
Having the right people involved is key and WHA offers bespoke consultation with companies to enhance their staff skills and development with the view of creating better outcomes overall. Key Service offering:
Companies that invest in their human capital
through strong employee relations, training and cultural development
find they have a higher return on investment.
Human Resource Services
Recruitment Strategies
Cultural Development
Leadership Coaching
Engagement Survey
Training & Development
Diversity & Inclusion
Workforce Planning
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Innovative Solutions for Business Development and Growth
A final item to be considered is how to communicate with the business. When informing
departmental managers of operational review activity results, it is important for the exchange to be independent and consistent. For instance, if multiple system alarms are issued and distributed to several departmental mangers, it is crucial that steps 1-5 take place prior to the communication exchange and that detailed guidelines for individual factor considerations exist. In addition, the development and implementation of communication guidelines and follow-up procedures must consider the risk of collusion.
Communicating Results
6Another type of parameter relates to the
treatment of alarms (signals for drops in performance) and detected errors. Questions such as who will receive the alarm (e.g., line managers, internal reviewers, or both ― usually the alarm is sent to the process manager, the manager’s immediate supervisor, or the reviewer in charge of that CRP) and when the follow-up activity must be completed, need to be addressed when establishing the continuous review process.
Following up – PDCA (Plan – Do - Check – Act)5
IMPLEMENT
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PEOPLE STRATEGIES
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Methodology
Culture
CULTURE
STRATEGIC LEAN SWEET SPOT
LeadershipEngagementAlignmentNavigation
TOOLSLearningExecutionAutomationNormalisation
METHODOLOGYLong Term CommitmentElimination of wasteAgilityNeed for sustainable change
Tools
PROCESS IMPROVEMENT
At WHA the team takes a proactive approach to identify, analyse and improve existing business processes.
Business Process
Improvement (BPI)
Technology Process
Improvement (TPI)
Continuous Improvement
Change Management
Lean Methodology
Lean Six Sigma
Transformation
Automation
Many companies have their own internal policies and processes to adhere to, along with external industry compliance standards of Quality, Environment, Occupational Health and Safety and Food Safety. Our team is committed to working with clients’ to ensure strategic, practical and commercially orientated solutions are achieved.
Working with companies to build on industry best practice and drive innovative changes for future proofing business opportunities and success.
Training & Development
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PERFORMANCE ENHANCEMENT
At WHA we focus on the performance of the company insitu and work to establish measurement and enhancement tools to generate greater outcomes and profitability.
Delivery of practical, realistic solutions tailored for your specific needs, underpinned by technical expertise and industry knowledge is key to our approach with clients.
Working with companies to
establish tangible and measurable results leads for greater financial reward and long
term business security.
TEAM PERFORMANCEAUDIT/REVIEW
FOR TEAM LEADERS AND TEAM MEMBERS
OBJECTIVES
STRATEGY
SKILLS
RESPONSIBILITY
REVIEW & FEEDBACK
MORALE & SPIRIT
TEAM PERFORMANCE
COMMUNICATION
COLLABORATION
DECISION MAKING MEETINGS
TRAINING
A measurement tool to assist teams and individuals in their quest to becoming a High Performing Team.
Lead Conversions
Employee Engagement
Key Performance Indicators (KPI)
Balanced Score Cards
Customer Acquisition
Team Performance
STRATEGY
GOALS
TIME
MANAGEMENT BALANCE SCORECARD
EFFICIENCY
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WHA understand the needs for companies to exceed the expectations of the market through implementing successful presentation and communication strategies to enhance business confidence, sales and growth.
With a dedicated team of communication and design specialists and the integration of sales behaviour and Neuro Linguistic Programing (NLP) methodologies effective solutions are achieved for our clients.
PRESENTATION & COMMUNICATION
Marketing Material
Stakeholder Engagement
Web UX/ UI Design
Tender and Bid Development
Corporate Brochures
Branding and Concept Design
Providing robust communication strategies assists growth through
market confidence and engagement
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At WHA we have a unique opportunity to work with companies and identify where they can implement change, raise standards and drive improvement through productivity and automation.
With the implementation of the latest technology - software, robotics, plant and machines the companies can optimise their performance and processes.
PRODUCTIVITY & AUTOMATION
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OVERVIEW WHA Consulting is offering a 60 minute Business Performance Review to organisations and businesses in the services, manufacturing, resource extraction and production sectors.
This review will give the business a snap shot of where their ‘pain’ points are and what keeps senior management awake at night. The review highlights the critical areas of the business that are preventing it from maximising its potential and profitability.
CORE AREAS FOR THE BP REVIEW 1. Aligning Processes and Procedures. 2. Identifying and Eliminating Waste – Visible and Invisible. 3. Problem Solving and SOP’s 4. Defects and Variation – The Human Factor 5. Skills and Knowledge Levels – The Team
WHO SHOULD ATTEND? This Review should be attended by The GM, Ops Manager, Financial Controller and a member of the work force (supervisor).
RESULTS AND IMPROVEMENT ACTIONS. The Review starts with a business model simulation. This simulation highlights key areas of the business that are in need of alignment, synchronisation and collaboration. KPI’s and silo areas are identified and improvement actions in the 5 core areas of the Review become obvious
A Waterfall Chart (Time x Value = Money) is developed this chart clearly illustrates the areas where time is being lost in the business and the impact on throughput and profitability. A radar chart of the 5 core areas is also developed showing the current situation with a proposed 90 day improvement plan.
Maximum Potential e.g. 1 week - 168 hrs
No Demand
Planned Outages
Unplanned Outages
Speed Losses
Minor Stops
Rejects/Quality/ Yield/Losses
As Performance is improved, this “loss” will increase unless demand on productive capacity is at least proportionally raised.
Cleaning, changeovers, Planned Maintenance, Breaks, etc.
Breakdowns, Production Stops, “People” stops
Reduced Speed
Focus of Sales & Planning
Scheduled Demand
Focus of Operation Teams (Continuous Improvement Process)
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Actual Performance
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Ensuring Compliance
Factory Physics
Overall Equipment Effectiveness (OEE)
Reducing Inventory
Reducing Maintenance
Innovation
Quality Assurance
Customer Experience &
Responsiveness
Reducing Costs Utilising metric tools to
interpret and interrogate data will help you focus on specific areas to drive continuous improvements
and make effective decisions.
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PROFITABILITY & BUSINESS CONFIDENCE
Economy & Industry Reports
Project Feasibility Study
Tender & Bid Reviews
Peer Review
Trends & Market Intelligence
Policy & Procedures
Quality & Auditing
By using our core technical disciplines and knowledge across a broad range of market sectors
ensures strategic, practical and commercially viable
solutions.
At WHA we are focused on enhancing business confidence and profitability by conducting upfront business and market diagnostics. This allows companies to make effective
decisions on the profitability and assessing risk associated with future opportunities.
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CLIENT SECTORS
AEROSPACEAGRICULTURE AUTOMOTIVE
CONSULTING CONSTRUCTION
ENERGY ENGINEERING FMCG
RAIL RETAIL
PHARMACEUTICALINDUSTRIAL
TECHNOLOGY
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“By improving work flow and implementing 5S resulted in a 300% productivity increase. This was achieved by moving from a batch process to single piece flow which resulted in a 6 week reduction in lead time. The increase in productivity has resulted in acquiring two competitor businesses.”
CLIENT SOLUTIONS
ONE PIECE FLOW
“Six Sigma project aimed at reducing the variation in installation times for the vat probes. As a result of these improvements, production staff increased the installation rate from 3 per day to 7 probes a day. This accelerated their production capability, allowing them to deliver their product more cost effectively for their customer. The result was a saving that was passed on to their client.”
SIX SIGMA (DMAIC)
“This plant has generated sufficient gains in productivity for 3 new products to be added to the client range. Through the application of SMED and 5S the changeover times have been reduced by as much as 50% creating the additional capacity.”
ADDITIONAL CAPACITY
“The application of SMED, JIT and TPM practices have reduced changeover times by as much as 75%, creating additional capacity that has enabled the company to bottle an additional 10,000 litres of product each week. This equates to an additional half a million litres per year.”
QUICK CHANGEOVER
“Coal Mine Downtime and Availability Study - Period analysed 2380 hours available for cutting 1850 hours of assorted downtime causes equated to 22% Availability - Problem Solving and Root Cause Analysis followed and the next analysis of time was 1750 hours available to cut with assorted downtime of 721 hours resulting in 59% availability an increase of 37% from the first study. “
ROOT CAUSE ANALYSIS
“Pharmaceutical manufacturer of Class ‘A’ Drugs conducted an Overall Equipment Effectiveness (OEE) study on the production line and the subsequent triggers for improvement actions resulted in an increase in throughput of 6.670MM systems over a 3 month period. An increase of revenue generation of > 45MM.”
OVERALL EQUIPMENT EFFECTIVENESS (OEE)
“Longwall Move Duration Improvement - Using Quick Changeover techniques of Lean Manufacturing (SMED) the Longwall move was reduced from 91 days to 51 days which realised an additional 29 days of coal production from previous longwall moves.”
QUICK CHANGEOVER
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NOTES
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