Developing and implementing people-centric corporate/business strategy process (putting people at the centre of strategy development process)
Ensuring logical/rational relationships, integration and engagement between people across the organization
Setting in motion the true integration of corporate/business strategy and business processes
Processes are the key enabler for improving business productivity and profitability. They do so by enabling the firm to perform its business activities much more efficiently and responsively, and at a much lower transaction and operational cost, than if those business activities are performed on an ad-hoc basis without using well defined & engineered Business Processes
Toyota has identified eight major types of “non-value-adding” waste in its business operations, which are briefly described below for reference (“The Toyota Way”, Jeffrey Liker, 2004).
According to Fujio Cho, President of Toyota Motors, many good American companies have respect for individuals, and practice 'Kaizen' (the Japanese Continuous Improvement System) and other TPS & Lean Production tools/methods. He goes on to argue, however, that what propels Toyota to the top, above its all competitors, is having all the business elements together as a fully “end-to-end” integrated business system. Mr Cho insists that to maintain this advantage, it is essential that Toyota's business system is continually adhered to in a consistent and concrete way. The only way that Toyota can ensure this happens each & every day is through designing & deploying fully integrated “end-to-end” business & operational processes.
producing items for which there are no orders; in the process generating other forms of waste including over-staffing, additional storage and transportation requirements and extra capital costs (excess inventory etc).
workers merely serving to watch an automated machine or having to stand around (waiting for the next processing step, tools, supply parts, etc.) or simply having no work to do at all because of stock-outs, processing delays, equipment down-time and capacity bottlenecks.
carrying work-in-process (WIP) long distances or moving materials, parts, finished-goods into or out of storage between processes.
taking unneeded steps to process the tasks; inefficiently processing due to poor tools and product design, causing unnecessary motion and producing defects; generating waste by providing higher-quality products than necessary
excess raw material, or overly stockpiled finished goods, resulting in longer lead-times, risks of obsolescence and damage, additional transportation and storage costs and delays. Excess inventory also hides problems such as production imbalance, late deliveries from suppliers, defects, equipment down-time, and long set-up times.
any wasted work employees perform during the course of their working-hours. This might include looking for things and information, reaching for things and information or tools, and unnecessary communication.
anything that requires unnecessary duplication or re-work effort to correct problems in products or services results in a waste of resources, a decline in productivity, additional capital costs, a de-motivated and demoralized workforce, and dissatisfied customers resulting in “loss-of-potential-business” opportunities.
losing time, ideas, skills, capabilities, potential improvements and learning opportunities by not engaging or listening to your employees.
All our Client-Facing Processes are designed to improve our client's people skills & capabilities - People-Centric & In-Built Hands-on Knowledge Transfer Processes
Our entire engagement process is focused on building our Clients’ internal skills, capabilities & core competencies by ensuring a hands-on transfer of knowledge during our engagement process
Our Client-Facing Engagement Process is designed to manage 'end-to-end' clients’ Business Integration
Our entire Engagement Process is directed towards the Progressive Transformation of our clients’ businesses (creating value) – rather than disruptive, distracting & destructive transformation (which destroys value) - Keyhole Surgery -V- Invasive Surgery
Our entire Engagement Process is strategically focused towards the development of a “Built-to-Last Culture”, through continuous improvement and constant re-generation to create 'Strategic Intelligent Enterprises’ “Build-to-Last”
Our Strategic Transformational Purpose is to build your organisation’s strategic skills, capabilities and core competences, and in the process to help you build a ”Learning” and “Strategic Intelligent Enterprise” that is truly “Built-to-Last”.
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