We believe that every organization needs to have the very best processes
in place to effectively produce and deliver their services.
Successful operations continue to improve because they recognize the
importance of structuring themselves to achieve well thought out goals,
plans and strategies. These are the companies (and operations) that
subscribe to achieving their vision by implementing manageable change.
To develop and implement a company’s goals, plans and strategies,
a process needs to exist which would enable that company to be reasonably
assured of success. It needs to have all of the elements present to
assure that the proper actions will take place. An effective Business
Model has many elements, such as:
The Strategy that dictates the direction.
of the organization that is to accomplish it.
by which work is accomplished.
that supports it.
that it needs.
required to fulfill it.
that management needs.
A working relationship with FMR would allow
management to review their Business Model. Information is provided that
specifically identifies what elements of the model needed help and what
elements may need to be totally re-designed. Adjustments and/or changes
are made, so that it significantly improves and alters the processes
by which work is accomplished. These improvements most always provide
measurable enhancements to motivation and morale. The positive results
can be found in standardization of work, elimination of redundancies,
as well as the reduction of errors and waste, improvement of cycle
and an increase in productivity.
follows a two-phased
process of involvement:
Phase I - Project
initiation: Diagnosis and Assessment
This is a period of time when we work with various levels of the client
staff and management to define the scope of the opportunities. We spend
two to four weeks identifying and discussing these opportunities and
the costs and benefits associated with success. Generally, we are able
to prepare a preliminary key-event schedule, which begins to define
how we would step through the project and be conducting ourselves in
pursuit of the project goals.
Define the Opportunity / Return on Investment
The desire for change should be accompanied with a sincere desire for
measurable improvement. We will always identify the areas of opportunity
and improvement that can be achieved through the application of our
principles. These improvements can and should be measurable. We will
work with you and your financial people to arrive at a simple understanding
of what these improvements can be and how they can be measured. There
will always be multiple objectives for enacting change, but the ability
to improve performance, productivity and customer service should be
at the top of the list. In quantifying what the results of doing a project
will be, we will be able to develop a reasonable understanding of the
potential Return on Investment (R.O.I.), one which can be measured on
the bottom line.
Our Proposal details what we commit to do for you, the client. It is
the agreement allowing us to go to work to deliver the results. It is
the formal document that tells the client what it is we are going to
do for them. It also lets the client know what is expected of them,
Because we have had many conversations and meetings with the client’s
executive management group and have spent a great deal of time in the
operation: we are able to specifically address the strategy of the project,
the structure required to achieve the result, the culture that will
be challenged, and the skills required to achieve the change.
Before launching into a project it is essential to clarify what is going
to happen, and why. This document will aid everyone in that understanding.
Phase II –
Phase II is the delivery of the planned results as outlined in the Phase
One. In order to accomplish this, there are a multitude of steps that
must be followed to assure success. Of course, depending upon the client’s
needs or the opportunities presented, these Key-Event Steps vary from
project to project.
FMR is committed to achieving results for our clients.
To assure those results we are dedicated to the application of our principles
and techniques in ways which have been proven successful. When properly
followed, these principles and practices will always lead to success
and greater profitability. To achieve our mutual goals and to effect
the changes that are required, we work with the client organization
on many tasks and key-events over the length of the Project. Those key-events
are too detailed and numerous to talk about here, but the following
paragraphs should explain, in a broad sense, how we complete a project
and achieve the results for our clients.
Design the Approach
and Project Schedule. For example, there are sections on communications,
diagnostics, resource development and employee involvement. The management
reporting requirements are identified and methods of measurement and
savings identification are specified.
Parameters. Managers of traditional organizations often have a hard
time accepting and understanding the direct implication of change. It’s
essential that project objectives and communications be handled effectively.
There are several introductory meetings designed to obtain full participation
in the process. Guidelines and rules need to be established and work
commenced on the Objectives and Mission Statement.
Measurement. This involves the creation of key volume and activity indicators.
It supports the maxim “If you can’t measure it, you can’t
manage it”. It is the point at which we identify the appropriate
evaluation methodology and link it to the client’s financials.
Select a Project
Coordinator. Our projects provide specific training and involvement
of a Client Coordinator. The role of the Coordinator is to learn how
we do things. The role is very important to ensure the long term results
of the project. Positive change is of little value if it is short-lived.
This function enables the client organization to have a skilled individual
who can adjust processes as business conditions change and to reinforce
the fundamental principles of the Management Systems that are developed.
Initiate Area Development. It is essential to conduct a thorough Product
Analysis involving, but not limited to, the preparation of area profiles
and analysis of output and product mix, whether the final product is
a “hard item” or a service. This is accompanied by an in-depth
Process Analysis to identify constraints and shortfalls within the current
processes. Following this are the necessary process changes to facilitate
the most effective flow of business activity through the organization.
Coupled to this activity are the closely related System and
Analyses to design the system elements necessary to manage the processes
as well as the required behaviours to achieve the desired results. The
Project Team closes the loop on the changes by matching the improvements
in their processes to the major corporate objectives and mission statement.
Training and Behavioural Interventions.. To affect positive change in
the output of any organization requires change in the way activities
are managed. Support is provided to all levels of managers and supervisors
through training programs specifically created for the needs of each
Implementation. Early in the Project, primary causes of lost opportunity
would have been identified and addressed through the development and
implementation of action plans. The Countdown to Implementation outlines
the key processes that need to be managed. It will illustrate how each
area will be measured, which measurement tools will be used as key performance
indicators and the timelines necessary for the updates to the methods
Program. The Project utilizes various methods to assure adherence and
commitment to the changes that have taken place. Primary among them
would be the Internal Quality Reviews that are conducted throughout
the program by the Coordinator. We also provide a Follow-Up Audit, at
no additional cost, which provides the client with an analysis of the
audit results as well as an action plan in the event of any slippage
These steps are fairly general. They are not specific
to any industry or type of business. But, they are the foundation of how
we approach each client project and the generation of results!