".........in a rapidly changing world, featuring vanishing borders and hot, global competition, all Service Establishments, including Small and Medium Enterprises (SME), can and should today perform operationally as the "best in the classroom"......."
the industrial culture area
Assessing: enterprise's Industrial Culture and evaluating its main parameters. Recommending: how to shift it to world-class, lean status. (guidelines »)
Evaluating: enterprise's Organisational Strategies. Recommending: necessary interventions to upgrade to world-class status. (guidelines »)
Assessing: presence, characteristics and penetration of a Vision and deployment through a company Mission. Recommending: how to strengthen weak aspects. Coaching: how to set up a Lean Vision. (guidelines »)
Assessing: presence and characteristics of a Change Management system. Recommending: necessary adaptations to upgrade to world-class status. Coaching: how to set it up. (guidelines »)
Assessing: deployment of the Value-Chain principle on the supply and demand sides. Recommending: actions necessary to strengthen weak areas. Coaching: how to deploy it. (guidelines »)
Assessing: presence and characteristic of an Opportunities Search system within the enterprise. Coaching: how to set it up. (guidelines »)
Assessing: extent of deployment of the Orientation to Client principle. Recommending: how to strengthen weak areas. (guidelines »)
Assessing: presence and style of a Continuous Performance Improvement system. Recommending: how to perfect it. Coaching: how to start it up. (guidelines »)
the market/clients area
Assessing: level and style of deployment of cultural principles, values, beliefs and symbols in a strategy addressed to establishing and supporting enterprise's image and corporate communication. Recommending: how to strengthen weak areas. Coaching: how to set up the overall strategy. (guidelines »)
the service development area
Assessing: the overall strategy and structure for developing new services or modifying existing ones. Recommending: how to upgrade to world-class status.
Assessing: the level of use of the Quality Function Deployment discipline in the development of new Services. Coaching: how to use effectively. (guidelines »)
Assessing: the level of use of the Value Engineering discipline in the development of new Services. Coaching: how to use it effectively. (guidelines »)
Assessing: the level of use of the FMEA discipline in the development of new Services. Coaching: how to use it effectively. (guidelines »)
Assessing: the level of use of the Concurrent Engineering discipline in the development of new Services. Coaching: how to use it effectively. (guidelines »)
Assessing: the level of use of the Project Management discipline in the development of new Services. Coaching: how to use it effectively. (guidelines »)
the operations area
Assessing: if and how the Value Adding Management and Systematic Elimination of Waste disciplines are utilised for lean Service Operations. Coaching: how to use them practically and effectively. (guidelines »)
Assessing: if present Service Operations are lean. Recommending: how to improve weak areas. Coaching: how to deploy the Process Engineering discipline (guidelines ») under the guiding light of the Lean Thinking philosophy (guidelines »).
Assessing: the overall Quality Management area. Recommending: how to upgrade to world-class status. Coaching: how to introduce/improve a modern Total Quality Management system. (guidelines »)
Assessing: the overall Equipment/Technology Performance. Recommending: how to upgrade to world-class status. Coaching: how to introduce an effective Total Productive Maintenance program in Service Establishments. (guidelines »)
Assessing: the present Human Resources Management strategy. Highlighting: gaps to progress to world-class status. Coaching: how to introduce/perfect a Total Employee Involvement system. (guidelines »)
You may view my architectural interpretation of the World-Class Service Operations formula by clicking here.
the consulting approach and method
My approach is invariably "hands-on" and addressed to immediate, practical results.
I do not write performance improvement formulas nor issue medicine prescriptions for treatment of problem areas.
I rather let enterprises' people write their own prescriptions and formulas, by "on-the-job training" them and providing interactive coaching.
My consulting methods key-words are: team - creative thinking - interaction.
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