Performance Transformation in Business and IT
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- Alastor has worked with a range of clients to improve operational performance.
- We believe that performance transformation may be delivered by one or more dimensions:
- Appropriately aligned services (which may be better or inferior)
- Improved capacity
- Reduced costs
- Reduced complexity.
- We believe that the key to performance transformation is implementing change, with a sound understanding of the benefits to be delivered, how they are to be delivered, and how they will be measured.
- In contrast, many formal performance transformation processes (such as BPR, Business Process Redesign) focus on analysing the current state and get bogged down in great levels of detail, well beyond the level of analysis required to demonstrate the need for change and identify the core process requirements.
- Where required, we are able to carry out rigorous process analysis, including the measurement of volumes, service levels, error rates, elapsed time and effort.
- Uniquely, our process analysis technique, based on standard software (i.e. accessible to all PC users, at no extra cost) shows the relationship between processes, the organisation unit (down to employee level, if appropriate) and IT applications
For more information please contact us. |
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| Case Studies that use this Service: |
| Project Director for a Paper Manufacturer |
| Operated as Project Director of the international logistics review for a US based pulp, bleached board and kraft manufacturer. The project resulted in a new international sales organisation structure, reallocation of responsibilities between manufacturing and sales, simplification of the US based distribution process and a partnership programme with key customers. The project identified benefits and savings of $109m. |
| Process Redesign in Corporate Recovery |
| Advised a “big four” accountancy firm on the redesign of processes in the Corporate Recovery function. The new process splits “front” and “back” office functions, centralising all “back office” processes previously carried out in national, regional and local offices. The Shared Service Centre supports significant improvements in the Corporate Recovery function, at reduced costs, utilising integrated workflow and accountancy software to ensure seamless integration of the national practice. |
| Performance Improvement for a Jewellery Retailer |
| Worked with the senior management team of the largest global jewellery retailer to identify major service improvement and cost reduction opportunities in HR and payroll, identifying direct savings of between 20% and 33%. |
| Performance and Process Change for a Law Firm |
| Worked with a large regional law firm to support a significant expansion of services on a UK-wide basis. This required the redesign of core processes, the implementation of shared service centres to support the increased transaction workload, and the implementation of e-commerce applications to support customer acquisition. These changes were supported by improved IT applications and infrastructure. The project also identified a number of quick wins in local offices to enhance capacity and improve customer service levels. |
| Training Programme for an Entertainment Company |
| Ran a management training programme for the Dutch subsidiary of a major distributor of entertainment products including CDs and DVDs. Topics covered include problem solving, facilitated workshops, effective team management, coaching and empowerment. |
| Performance Review for a Gaming Company |
| Managed part of the review of the overhead costs structure for the operator of a national chain of betting shops, and recommended reorganisation of the property and systems functions, generating initial savings of 15% and identifying further savings of 10%. |
| Cost Reduction and Performance Improvement in the Automotive Industry |
| Managed the review of the cost structure of two automotive parts manufacturing plants. This resulted in the design of a faster product development and engineering process to support specialist markets, rationalisation of product lines, the introduction of manufacturing cells and statistical process controls. This ultimately enabled the closure of one of the manufacturing plants and consolidation of the remaining production requirements. |
| Organisation Change and Cost Reduction for a Factoring Company |
| Worked with the factoring subsidiary of a large bank to restructure and redesign its factoring operations to reduce costs and to deliver improved and measured client service levels, supported by implementing nationally consistent processes. This enabled the operations to cope with additional volumes without growth in complexity and administrative overheads. |
| Business Process Improvement in Central Government |
| Within a central government department, managed a team of business analysts and subject matter experts to prioritise sustainable efficiency improvements of £1 bn in Adult Social Care across 150 local authorities in England. |
| Training in Inventory Management for CIPS |
| Designed and presented the very successful two day Chartered Institute of Purchasing and Supply workshop covering the use of advanced inventory management and forecasting techniques to support enhanced customer services with reduced cost and inventory levels. The training workshop took place twice a year. |
| Process Improvement for a Global Shared Service Centre |
| Worked on developing and implementing all purchasing, sales, logistics and accounting processes in a European Shared Services Centre set up in Switzerland by a major US paper manufacturer. This generated improved controls and procedures, supporting explosive sales growth without increased costs, enabling most national and all regional offices to be closed. |
| HR Improvement for a Major Bank |
| Worked with the Global HR Director of a major global Bank to identify core HR competencies and redesign the global HR function to focus on value added services and the effective management of outsourced transaction processing. |
| Purchasing Improvement for a Building Society |
| Redesigned the purchasing procedures of a large building society and introduced the purchasing life cycle concept, generating initial savings of £6m, as part of a pilot application of an integrated performance improvement and systems development methodology. |
| Cost Reduction for an Insurance Company |
| Worked with the subsidiaries of a major international insurer to identify the costs of complexity (following a number of acquisitions) and explore methods of reducing those costs. |
| Process Improvement in Manufacturing |
| Supported a highly innovative global packaging company and its customers in the implementation of significantly enhanced manufacturing processes in the Saudi Arabia based plant that supported the company's Middle East markets. |
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An Alastor Case Study
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HR Improvement for a Major Bank
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Worked with the Global HR Director of a major global Bank to identify core HR competencies and redesign the global HR function to focus on value added services and the effective management of outsourced transaction processing.
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| ::AN ALASTOR CASE STUDY:: |
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