Add cash to your bottom line – quickly and without major capex. DCA specialises in Productivity and Throughput Improvement as well as sustainable Cost Reduction. DCA Business Improvement (BI) programs always start with a short (i.e. 1-2 week) Opportunity Assessment exercise to agree the size of the 'prize, the best approach for capturing value and any challenges to be overcome.
Opportunity Assessment provides the headline improvement target – but just like any journey, this goal is achieved one step (or in our case, one idea) at a time. DCA brings a range of methodologies for improving every operational value driver – maintenance downtime, yield maximisation, absenteeism, process streamlining, equipment utilisation, planning efficiency, shift change-overs, materials management and many more. We also bring uncomplicated tools for managing idea implementation as well as the site's pipeline of ideas.
'Banking' the value of each idea accurately is important. Therefore, we ask your own Finance department to sign-off each idea and help us track its value delivery. To keep your DCA fee investment as low as possible, we also ask you to dedicate resources of your own to work alongside our team for the duration of the exercise. We'll train and coach your team to international standards and even teach them how to drive the BI process themselves.
Typical DCA BI Programs take 6-9 months to complete, with the size of the DCA consulting team dictated by the size of the prize, the size of the organisation, and the site's willingness to dedicate resources to working with us.
Just like physical control cables, organisational control mechanisms can become slack (or even broken) over time. DCA repairs and strengthens them by installing world-class KPI & Accountabilities management processes. We make sure the right inputs are being measured, that accountabilities have been correctly assigned, that KPI measures are standardised and accurately reported, that targets for each KPI have been agreed, and that robust review processes (for holding people to account) have been put in place at every level – right down to the frontline.
DCA's KPI & Accountabilities processes cascade up and down the line in lock-step to create a powerful channel for communicating business Priorities (down) and Issues requiring resolution (up).
DCA Organisational Effectiveness (OE) programs have particular value for multi-site and multinational organisations (especially in cases of Post-Merger Integration) but even stand-alone sites reap great value from this powerful tool. OE programs are typically 8 to 12 weeks’ duration, depending on the size of your organisation.
Ever wondered why some organisations always seem to naturally improve and outperform year after year? Often, the answer is Continuous Improvement or CI.
CI is a permanent way of working – not a 'project' with an end-date. DCA combines elements from its Business Improvement (BI) and Organisational Effectiveness (OE) programs to embed CI into the site's "DNA". We're talking organisational culture change here, so the site's own Leadership is a pivotal factor for success. Therefore, in addition to its normal BI and OE program activities, DCA provides extensive Frontline Coaching and mentoring for line managers – not just the site's Improvement Team. DCA CI programs also include a 'train the trainer' component to institutionalise skills and ensure CI is still alive and delivering value long after DCA has left site.
In other words, Sustainable CI.
DCA Continuous Improvement programs usually take between 9 and 12 months to complete, with consultant team size dictated by the size of the client organisation. It's a big investment – but one that delivers measurable results year after year.
Rolling out a new IT platform or commissioning a new site? Sure, they've all been taught the system keystrokes but does anyone know how to do their job? MOS Mapping fleshes-out IT-oriented process maps into MOS (Management Operating System) maps that define and document the human change implications (both up and down stream) in terms of roles, accountabilities, KPIs, data flows, data management and process hand-offs/dependencies – especially those between support functions and the line. MOS Maps provide real content (not just T-shirts and sweets) for structured, plain language change/communications programs that ensure everyone affected knows what to do.
For commissioning sites, the process is similar but this time, MOS Mapping is used to design and document end-to-end work flows. Every operation will have a MOS and if you don't pro-actively design one, people simply make it up as they go and that's never the right answer. MOS Mapping isn't just for commissioning sites either. Management changes, business environment changes and technology changes all affect the MOS over time. Eventually, the MOS becomes disconnected from reality and 'fire-fighting as a way of life' ensues. A DCA MOS Review fixes this quickly and easily.
DCA MOS Mapping and MOS Review exercises typically take 8-12 weeks with the size of the consulting team dictated by your organisational size.
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