An introduction to Business Growth Unlimited

© Business Growth Unlimited. Version 1.0
1
Welcome to Business Growth Unlimited
Phil Rigby – Commercial Director

© Do Everything Differently 2015. Version 1.0
Business Growth Unlimited
• Built on a very solid foundation
• Heritage
• Tenure and Experience
• Skills and knowledge
• Practical consultancy focussed on bottom line impact
• Holistic approach to business improvement
• Common methodology across all specialisms

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Maximise
Bottom Line
Impact
DiagnosticGapAnalysis
SubjectMatterExpertise
ProcessOptimisation
LegacyCoaching
PartnershipApproach
Strategy Identification

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Gateway to Strategy
Colin Hanson-New

Colin Hanson-New
PG.Dip BEng(Hons) MCIPS
• Over 40 years management experience
• Background in Industrial Engineering and Supply
Chain Management
• Associate Lecturer at University of Derby
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What is Strategy?
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Stra.e.gy
(stat’ Ə - jē) n.
1. Plan of action
designed to achieve a
particular goal.

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Johnson and Scholes
(Exploring Corporate Strategy)
"Strategy is the direction and scope of an
organisation over the long-term: which
achieves advantage for the organisation
through its configuration of resources
within a challenging environment, to meet
the needs of markets and to fulfil
stakeholder expectations".
What is Strategy?

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Business Strategy Questions
Who are we?
• Mission
• Values
• Beliefs
Where do we
want to go?
• Strategic Goals
• Strategic Priority
How will we know
when we have
arrived?
• Performance
Objectives
• Measures and Targets
How do we plan
to get there?
• Initiatives
• Action Steps
Where are we
now?
• Performance Data
• Financial Data
• Stakeholder Input
• SWOT Analysis

What can we offer?
• Our Knowledge
• Our Experience
• Practical Support
• Coaching and Mentoring.
• Promote Thinking
• And finally:
• Your Trusted Partner
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How do we do this?
• Workshops and Seminars
• Tailored In-House Courses
• Specific Consultancy support
• On-going Business Support
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Who is this Programme for?
Strong systems need to be in place to create a sustainable
business strategy that will achieve strategic goals for your
business.
Gateway to Strategy – has been specifically created for
MDs, CEOs and directors who recognise a need within their
business for a change in their approach to their business
strategy.
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5 Top Tips in
Strategy
Development
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5 Top Tips in Strategy Development
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1. Have a business strategy.

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2. Be a leader not a follower

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3. Don't overestimate your business strengths.

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4. Communicate your strategy.

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5. Identify your stakeholders.

Mendelow’s Power/Interest Matrix

Case Study
19
Here’s what they had to say about
Gateway to Strategy:
“The support we have had has been
invaluable. We would have pushed ahead
with the plans to grow, but it would have
taken us much longer. The support
provided by Colin Hanson-New means we
can accelerate that which is good for us
and the local economy.”
Scott McEwan, Nuneaton Roof Truss Ltd
Benefits Gained:
• Larger premises
• 12 additional employees
• £84,000 in grant support

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Gateway to Leadership & Management
Phil Rigby

About Me
• 27 years in senior Sales, Marketing and Commercial
roles
• Mixture of corporate and SME experience
• Xerox management development assessor
• Lyreco European Centre of Competence for training and
development

Brief overview of the Leadership &
Management Offering
Institute of leadership and management accreditation
• Previously level 7 CEO targeted
• Refocused at level 5 for mid/senior managers
• 3 key course stages

4 Leadership Workshops
High energy/high impact with like minded
delegates
1. The role of leaders and managers
2. Motivating people to perform and change
3. Getting the best out of people: coaching and
empowerment
4. Becoming a winning leader and manager

121 Executive coaching
• Experience leadership management
professionals delivering
• 7 hours dedicated personal coaching
• Focused on leadership capability and
performance

DISC Profiling
• Professional Psychometric profiling
• Structured individual Development Plan

A variety of Learning approaches
Tailored to a variety of Learning approaches
1. Visual – Reading and Watching
2. Auditory - Spoken Word
3. Kinaesthetic – Hands on experiment
Which are you?

Why?
Why become a Winning Leader?
It’s lonely at the top! There are things as a Leader that
you can only share with other Leaders – friends, family &
colleagues can find it hard to relate to the challenges
you face.
Peers provide a sounding board with insight &
understanding of your situation- they have been there &
worn the T shirt

Dispelling some myths
Winning Leaders do not have to be big charismatic
characters

You don’t have to be a superhero

It doesn’t happen overnight

Why is this different to anything else on
the market?
• High impact workshops
• Real insights into own styles and habits
• ‘Cathartic’
• Lots of practical advice/tools/insights
• Dedicated personal 1:1 development plan
• Externally Recognised Accreditation

Top 5 tips
• To keep employees motivated and engaged and
not spend a fortune on over-exaggerated
showmanship, then all you really need to do is
THINK LIKE A LEADER
• Cultural change starts with leadership.
• Build trust within the team.
• Never ignore a problem in the ranks.
• Stick to your values.
• Dare to care.

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Gateway to Marketing
Martin Parry

Introduction
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About me..
35
23 years running businesses
BA Hons / MA
Corporate Career with AT&T and ntl:
10 years coaching: consulting; mentoring
GrowthAccelerator and Great 200 Leaders Coach

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70%
Of businesses want to improve their sales

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• Well established
• Family-owned
• Good customer base
• Desire to generate more sales

The strategy
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Market
Customers
Product
Competitors Strategy
Increase sales by 10%
In one year by focussing
on existing customers and
specifiers.

Marketing plan
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1. Account management
2. Email programme
3. New website
4. Re-design collateral
5. Social media

How did we do?
New Website is under construction
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Increased product range
Turnover increased by 15% in year 1

Workshops and Seminars
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• Digital marketing
• Email marketing
• Customer communications
• Pricing strategy
• Market planning and analysis
• Building your sales funnel
• Value proposition

• Well established. Family owned.
• Strong customer base
• Quality product
• Route to market – word of mouth
• Double sales over next 5 years
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Deliver 100% in revenue
over by improving existing
customer comms and
develop new clients by
becoming the experts
In their field
1. Get closer to the customer
2. Email comms strategy
3. PR & Exhibitions
4. Case studies / Articles
5. Social media campaign
Building the plan
Strategy

How did we do?
This is a new client and early days. But the new
plan has already delivered a £200,000 order.
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How to be successful
1. Plan, Think, Research
2. Understand your market – and your customers
3. Your competitors can help!
4. Get agreement from your colleagues
5. Be SMART
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BGU Is the difference
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• Practical marketing support
• Experienced coaches
• Links to other Gateways
• BGU background
• Direct link to government funding

And finally..
Are you one of the 70%?
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48
Gateway to New Product Development
Roy Pulley

Career Summary
• Engineer
• Designer
• Manufacturer
• Business Owner
• Business Advisor
• Business Coach 40 years 30 years
49
New Product
Development
Business
Strategy

New Product Development
– journeys that are full of risk!!
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– Hard earned successes !
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– Or painful, costly failures!
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Less than 2% of bright ideas get to market !

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How can we improve the chances of success?

Stage – Gate New Product Development
• Best practice
• Manages resources
• Mitigates risk
• Improves investment decision making
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Discovery
Idea
Screen
Scoping Gate
1
Business Case
& Plan
Gate
2
Development
Gate
3
Testing &
Validation
Gate
4
Launch

Gateway – the journey
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Product
Compliance
Routes
to market
Value Proposition
Development
Return on
Investment
Intellectual Property
Project
Management
Access to Finance
Voice of Customer
Design for
Manufacture
Business
Planning

The Gateway Process Map
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A structuresCoaching to a structured rigorous process
NEW PRODUCT DEVELOPMENT JOURNEY
G6
Stage 0
Enquiry
Stage 1
Discovery
Stage 2
Building the
Business Case
Stage 3
Design and Development
Project
Selection
Business
Feasibility
Go to
Development
Go to
Validation
Investment
Approval
Pre-Launch
Review
Post-Launch
Review
G0 G1 G2 G3 G4 G5
Stage 4
Testing and Validation
Stage 5
Business Ramp-Up
Stage 6
Launch and Review
Risk Mitigation

Stage 6
Launch
and
Review
Stage 5
Business
Ramp –
Up
Stage 4
Test and
Validate
Stage 3
Design
and
Develop
Stage 2
Build a
Business
Case
Stage 1
Discovery
Concurrent Workstreams
• Critical work-streams of activity
• Based on Concurrent Engineering principles
• Defined tasks and deliverables for each stage
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Market
Product
Manufacture
Business
Financial / Investment
Idea Product
to
Market

What is a process?
A process is a series of time-
based and interrelated tasks
with a starting point and a
finishing point.
If we can’t measure it,
we can’t manage it!
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New Product Development Diagnostic
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Multiple sets of questions at each Gate review covering the
critical success factors in the five work-streams
Task not started or not understood
Task actioned and being implemented
Task completed

NPD Diagnostic - Gate 1
(Go to next stage - Business Case)
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Market
Product
ManufacturingBusiness
Finance
Gate 1 Gate 2 Gate 3 Gate 4 Gate 5

(Go to next stage - Development)
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Market
Product
Finance

(Go to next stage – Testing and Validation)
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Market
Product
Finance

(Go to next stage – Volume Ramp Up)
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Market
Product
Finance

(Go to next stage - Launch)
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Market
Product
Finance

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Commercial Benefit
RiskReduction
Likelihoodofsuccess
G5
G2
G4
G3
G1
Return on Investment (ROI) vs Risk

Meet the Panel
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1. Mentor
2. Design & Technology expert
3. Marketing nous
4. Business guru
5. Manufacturing Advisor
6. Finance specialist

Unique Business Support Offering
• Coaching to a structured process
• Gives direction and helps in making better decisions
• Access to panel of industry experts
• Access to knowledge base and manufacturing supply chains
• Provides technical due diligence to investors
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Active learning
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Case Studies
Tails Cocktails
- An entrepreneur spotting a gap in the market for off-trade cocktail
products
- Vision to become a global drinks brand
- Launched in Selfridges, now in four premium retail stores
- Contract with third largest global aircraft catering services
- Served in the largest private jet hire business
- Equity deal with Bols brand owners and distillers in Holland
- US manufacturing, sales & distribution licensing agreement
- On-trade opportunities being developed
He started off very definitely not knowing what he needed to know!
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Five Top Tips for NPD
• Fully understand customer requirements, how to
reach them and deliver value
• Create a clear meaningful USP
• Develop to a process – ‘learn fast, fail fast’
• Listen to the ‘Voice of Customer’ (VoC)
• Continually evaluate the ROI and assess Risk
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Gateway to Quality and Compliance
Mike Paxton

Mike Paxton - Quality and Compliance Specialist
I have Worked for a range of companies, both large and small,
including Central government in a technical capacity.
Developing systems for:
• Commercial companies covering,
• Hazardous products – Petrochemical, Gas,
• Military products - Land, Sea and Air
• Medical products – Heart monitoring devices,
• Instrumentation – panel and portable,
• Telecommunication – hand to systems and services sector.

ENHANCING AND
PROTECTING YOUR
REPUTATION
74

History
DEF
05/21
AQAP 1
BS 5750
1979
ISO9000/
EN29000
1987
ISO9000
1994
ISO9000
2000
ISO9000
2008
ISO9000
2015

Economic Value to UK
Application of Standards
• £2.5 billion Annual Contribution*
• 13% Growth in Productivity*
• Enabling Innovation*
• Facilitating Technology Transfer*
* ISO Report

Benefits
• Cost savings
• Enhanced customer satisfaction
• Access to new markets
• Increased market share
• Environmental benefits

Penalties
• UK fines to increase fourfold by value
• CE marking penalties
o £5000 per infringement and/or three months in prison
• Business closure – Unable to trade

Loss of Stakeholder confidence

Overview of changes to
requirements
• Quality manual
• Documented information
• Management representative
• Product and service
• Preventative action
• Risk based thinking
• Context of the organisation considered in developing
QMS

Quality Management Principles
Current
1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. Systems Thinking
6. Continuous Improvement
7. Fact-based Decision-
Making
8. Mutual Beneficial Supply
Relationship
Future
1. Customer Focus
2. Leadership
3. Engagement of people
4. Process Approach
5. Improvement
6. Evidence-Based Decision-
Making
7. Relationship Management

Present – Future structure
ISO 9001:2008
• 1 Scope
• 2 Normative references
• 3 Terms and definitions
• 4 Quality management system
• 5 Management responsibility
• 6 Resource management
• 7 Product realization
• 8 Measurement analysis and
improvement
ISO 9001:2015
• 1 Scope
• 2 Normative references
• 3 Terms and definitions
• 4 Context of the organization
• 5 Leadership
• 6 Planning of the QMS
• 7 Support
• 8 Operation
• 9 Performance evaluation
• 10 Improvement

System Implementation Process
Identify Design Optimise Verify

Case study - Mifflin Construction Ltd
Market Sectors
• Industrial and Commercial
• Retail
• Student Accommodation
• Leisure Facilities
• Education
• Manufacturing & Warehousing

Mifflin Construction Ltd
• Employs 35 people
• Design team
• Installation teams
• Produces structural steel components
• Fully automated machinery for drilling and cutting
• On-Site Paint Shop

Goods
Inward
Automated Drilling
and Cutting
machine

Fabrication
Welding

Painting

Implementation, through to finished building

Benefits
• Legally trade
• Cost savings
• Access to new markets
• Environmental benefits

Top Tips
• Review your requirements against markets
• Prepare an implementation plan and timeline
• Project Kick-off Meeting
• Design and document the quality management system
• Run the system with a trial order to check for compliance

92
Gateway to Lean Manufacturing
Richard Wild Jones

Introduction
Richard Wild-Jones
• Time served
• Degree in Mech Eng.
• 35 years in Eng or Manufacturing.
• 11 years full time as a consultant.
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The opportunity for improvement is immense and never
ending…
Our focus;
• Sharing knowledge to develop your capability.
• Provide an anchor point for practical support,
coaching and mentoring.
• Promote Scientific Thinking.
OfficeHealth CareServiceBusiness

A starting point?
• A Core Skills Program, designed to:
“steadily upskill delegates with a practical working
knowledge of Lean”.
• Tailored In-house program.
• Site diagnostic leading to……
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Core Skills program - structure
1. Lean Awareness
2. Workplace Organisation
3. Process Mapping
4. Lean Line Design
5. Workplace Management
6. Fast Changeover
7. Total Productive Maintenance
8. Problem Solving
9. Planning & Scheduling
10.Value Stream Identification
11.Value Stream Mapping
12.Change Management
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• One day a week.
• Runs over 10 weeks.
• 12 modules.
• Remote and on-site post
course support.

Work!
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Waste
• Waiting
• Excess inventory
• Breakdowns
• Over-Production
• Rework and scrap
Action
• Eliminate
Added Value
•Welding
•Moulding
•Assembly
•Painting
Action
•Improve efficiency
Non-added Value
•Change over
•Inspection
•Material handling
•Maintenance
•Scheduling
Action
•Reorganise and reduce
But Necessary!
Waste
Non Added
Value
Added Value

How Much Opportunity?
Typically less than 5% of
activity is value adding.
However, often we pile
resources into improvement of
the 5% and ignore the 95%
opportunity

Waste!
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Transport
Inventory
Motion
Waiting
Over-Production
Over-Processing
Defects and re-work
Your unused contribution

• Culture shift
• Awareness
• Metrics
• Ownership
World Class Manufacturing
Performance
Identify all forms of
waste and eliminate
by initiating and
sustaining:
An objective of Lean
Waste
Non
Added
Value
Added
Value
Non
Added
Value
Added
Value

Benefits
Reduced Lead Time.
Release Capacity.
Space saving.
Improved Quality, Costs and Delivery.
101

Case Study – Hills Number Plates
1. Lots of arrears, High WIP, Big Batch Production, Low operational
visibility/control.
2. Value Stream Mapping
1. Collective and shared understanding of issues.
2. Collective agreement on the Principles to address the issues.
3. Co-creation of the plan to tackle the issues.
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3. Benefits
1. 99 hours less Work In-Progress.
2. 100% order coverage on standard products.
3. Revenue generating capacity raised by £3.1m per annum, with no additional
resources.
4. Potential ROI from the VSM workshop = 885:1

Why is the Gateway to Lean
Manufacturing unique?
1. We’re not theory trainers.
2. Highly interactive learning experience.
3. Our “delivery” is simple & straightforward.
4. Impact to the bottom line.
5. This is about Partnership.
103

Top 5 Lean Manufacturing tips
1. Excellent communications.
2. Build a culture of respect
3. Process thinking
4. Standardise
5. Delegate
104

1. Excellent Communications
• “If you don’t know what you’re buying, you get what you’re
given”
• Be clear about:
– What you want.
– How and When you want it.
– What you can interpret.
105

2. Build a culture of respect
• Pro-actively engage.
• Feedback in a constructive manner.
• Consciously managing your communications.
– Peter Drucker 1909-2005 – “Seek to understand before
being understood”.
106

3. Process thinking
• The significant proportion of problems (c.95%) are directly
attributable to process failure.
• Yet, the significant proportion of instances we look to
blame someone for a process failure.
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4. Standardise
• Standards are the reference.
• Without standardisation, there can be no improvement.
• Without consistent standards, we get variable Quality,
Costs and Delivery
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5. Delegate
• Minimise delays of communication.
• Empower your people to take “responsibility”, “ownership”
and “pride” in doing the whole job.
– They must be capable and have guiding principles.
• To avoid unnecessary noise.
109

What we will do for you
1. Be more Effective.
2. Be more Efficient.
3. Develop internal Capability.
4. Take a step back.
5. Release the potential.
110

111
Gateway to Lean Supply Chain
Colin Hanson-New

112
What is a Supply Chain?
Customer

113
What is Supply Chain Strategy?
Supply Chain Strategy defines the
connection and combination of
activities and functions throughout the
value chain, in order to fulfil the
business value proposal to customers
in a marketplace.

The goals of Strategic SCM
Supply
Chain
Strategy
Optimise End to
End Supply Chain
Cost
Improve Visibility
by Effective
Communication
Flexibility for
Business Strategy
and Future
Growth
Improve
Customer Service
Levels

Gattorna’s model

Pipeline Selection Strategy

Strategic considerations
INTERNAL CONDITIONS EXTERNAL CONDITIONS
What benefit is expected or desired from
implementing the SCM concept?
Who will be the firm’s SCM partners?
Does the vision for SCM fit overall
corporate strategy and culture?
What kind of integration is optimal?
What role does the firm want to play within
the overall supply chain?
What kind of co-operative agreement will
be established?
Is the firm ready for SCM, what needs to be
done to increase its readiness – and is it
willing to change?
How will the collaborative change
programme be managed?
How can SCM be implemented internally? How will performance be measured ?

What can we offer?
• Our Knowledge
• Our Experience
• Practical Support
• Coaching and Mentoring.
• Promote Thinking
• And finally:
118

How do we do this?
• Workshops and Seminars
• Tailored In-House Courses
• Specific Consultancy support
• On-going Business Support
119

Who is this Programme for?
Having a good understanding and control of your supply
chain will enable you to delivery substantial benefits for
your business.
Gateway to Strategy – Supply Chain Strategy has been
specifically created for MDs, CEOs and directors who
recognise a need within their business for a change in
their approach to their supply chain.
120

5 Top Tips in
Supply Chain
Strategy
Development
121

5 Top Tips in Supply Chain Strategy
Development
1.Know your position in the supply chain.

2. Understand the configuration of the supply
chain.
Development

3. Know your partners.
Development

4. Understand the ‘flow’.
Development

5. Contracts and Agreements.
Development

Case Study
127
Benefits Gained:
• Turnover - £175k to £450k
• 4 additional employees
• Offshore cost savings £170k
The challenge
A major quality issue with its Chinese factory partner in 2012, and subsequently
could not get its tools out of the factory. The Shirt Shuttle, a shirt case designed to
carry a shirt without creasing, was not developed, initially due to the high cost of
injection mould tooling in the UK.
By sourcing a UK manufacturer Patrona wanted to improve its design, manufacturing
quality, as well as improve lead times and availability.

Summary
128
Maximise
Bottom Line
Impact
DiagnosticGapAnalysis
SubjectMatterExpertise
ProcessOptimisation
LegacyCoaching
PartnershipApproach
Strategy Identification

Our Upcoming Events
Business Growth Unlimited and the Manufacturing Advisory Service
now part of the Business Growth Service, are hosting some FREE
workshops next week:
1.Strategy Supply Chain & Marketing – July 14th, MTC
2.Business Efficiency through Lean – July 16th, Birmingham City FC
3.Purchasing & Procurement – July 16th, GTG, Wolverhampton
We do have eligibility criteria for these events, and all attendees
must be sme manufacturers.
To find out more please visit
www.businessgrowthunlimited.com/events
129

Thank You
www.businessgrowthunlimited.com
info@bgu.uk.com
130

An introduction to Business Growth Unlimited

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