The document discusses UHY Advisors' Profit & Process Improvement Services which help companies regain earnings and improve financial performance. The services include assessing a company's operations to identify profitability opportunities, developing a cost management strategy and profitability model tailored to the company, and implementing and maintaining the model with ongoing support. The timeline involves an initial assessment, model development, rollout and implementation of the model, and ongoing maintenance to ensure profitability goals are sustained. Case studies demonstrate how companies in various industries improved profitability through these services.
This summary provides an overview of a Deloitte Research study on how companies are transforming their enterprises through finance:
1. The study analyzed over 70 global manufacturing companies to understand how strengthening finance capabilities can improve business performance. It identified four key roles finance can play: strategist, catalyst, steward, and operator.
2. Many companies aim to grow revenues, cut costs, improve margins and asset efficiency. However, they face barriers like a lack of alignment, limited information, and inadequate standards.
3. The study found that "finance masters" - companies with strong finance capabilities supporting business transformation - significantly outperformed their peers. Building finance capabilities in all four roles is linked to superior business performance.
Ralph E. Karanian is a senior operating executive with over 25 years of experience leading manufacturing and distribution companies. He has a track record of stabilizing and growing businesses through strategic planning, process improvement, and team building. Notable achievements include growing sales over 200% at Kimber Mfg. through new product development and quality system implementation, tripling earnings at Moore Products by refocusing on niche markets and applying Lean techniques, and reducing annual costs by $1.5M through restructuring at The Robert E. Morris Company. Karanian holds an MBA and MS in management and has extensive experience in areas such as operations, quality, engineering, and finance.
John Alan LeBihan Success and ExperienceAlan LeBihan
This document demonstrates my successful business journey and highlights my capabilities, expertise and the results I have been able to accomplish to this point in my career. As I continue to learn and grow through my experience and by challenging myself to new levels of success I will continue to shape and impact organizations in pa positive manner
ScottMadden HR Shared Services Benchmarking Study Highlights 2019ScottMadden, Inc.
The document summarizes findings from a benchmarking study of HR shared services conducted by ScottMadden and APQC. It highlights metrics related to staffing models, service delivery, technology adoption, and intelligent automation usage. Top performers tended to be more mature organizations serving more employees across fewer centers using specialized staffing and self-service technologies. The study involved 46 metrics and 29 questions across various industries.
Geoff M. Turk is an accomplished strategic business executive with over 30 years of experience leading enterprise transformations, operational improvements, and strategic business development at large multinational companies including U.S. Steel, Caterpillar, and General Motors. He has a proven track record of significantly improving financial performance, productivity, and effectiveness across complex domestic and international environments. Currently, Turk serves as the Vice President of Service Center Solutions at U.S. Steel where he led a business unit to win over 60% more business despite difficult market conditions. Previously, he held several senior leadership roles at Caterpillar, leading major acquisitions, product innovation initiatives, and global supply chain improvements.
The document provides an overview of the services offered by Fadiven, a project management and consulting firm. Fadiven assists clients with various aspects of project management including feasibility studies, engineering, procurement, construction supervision, and commissioning. They also offer management consulting services such as developing strategies, improving operations, and achieving certifications. The document concludes with case studies of Fadiven's work assisting companies with corporate turnarounds, system implementations, and strategic planning.
The document is a business process reengineering report for Takaful Pakistan, an Islamic insurance company. The report identifies issues with Takaful Pakistan's traditional fragmented processes and proposes solutions based on business process reengineering principles. Key points:
- Currently processes are divided into siloed departments, leading to long lead times and complexity.
- Authority is centralized, requiring multiple approvals that slow the process.
- Customer priority is not established, with all applications treated equally regardless of customer type.
The proposed solution converges tasks into an end-to-end process handled by a cross-functional "Fareeq-e-Takaful" team. It also implements a flattened authority structure and prior
Business process reengineering (BPR) was conceptualized to redefine outdated management concepts that no longer applied to modern business environments. Traditional concepts of specialization and division of labor are replaced by multi-skilled employees and generalized job roles. Additionally, rigid hierarchical structures cannot accommodate today's dynamic global markets. BPR aims to radically redesign business processes and organizations by focusing on end-to-end processes rather than individual functions. The goal is to achieve dramatic improvements in performance metrics like cost, quality, service and speed.
This summary provides an overview of a Deloitte Research study on how companies are transforming their enterprises through finance:
1. The study analyzed over 70 global manufacturing companies to understand how strengthening finance capabilities can improve business performance. It identified four key roles finance can play: strategist, catalyst, steward, and operator.
2. Many companies aim to grow revenues, cut costs, improve margins and asset efficiency. However, they face barriers like a lack of alignment, limited information, and inadequate standards.
3. The study found that "finance masters" - companies with strong finance capabilities supporting business transformation - significantly outperformed their peers. Building finance capabilities in all four roles is linked to superior business performance.
Ralph E. Karanian is a senior operating executive with over 25 years of experience leading manufacturing and distribution companies. He has a track record of stabilizing and growing businesses through strategic planning, process improvement, and team building. Notable achievements include growing sales over 200% at Kimber Mfg. through new product development and quality system implementation, tripling earnings at Moore Products by refocusing on niche markets and applying Lean techniques, and reducing annual costs by $1.5M through restructuring at The Robert E. Morris Company. Karanian holds an MBA and MS in management and has extensive experience in areas such as operations, quality, engineering, and finance.
John Alan LeBihan Success and ExperienceAlan LeBihan
This document demonstrates my successful business journey and highlights my capabilities, expertise and the results I have been able to accomplish to this point in my career. As I continue to learn and grow through my experience and by challenging myself to new levels of success I will continue to shape and impact organizations in pa positive manner
ScottMadden HR Shared Services Benchmarking Study Highlights 2019ScottMadden, Inc.
The document summarizes findings from a benchmarking study of HR shared services conducted by ScottMadden and APQC. It highlights metrics related to staffing models, service delivery, technology adoption, and intelligent automation usage. Top performers tended to be more mature organizations serving more employees across fewer centers using specialized staffing and self-service technologies. The study involved 46 metrics and 29 questions across various industries.
Geoff M. Turk is an accomplished strategic business executive with over 30 years of experience leading enterprise transformations, operational improvements, and strategic business development at large multinational companies including U.S. Steel, Caterpillar, and General Motors. He has a proven track record of significantly improving financial performance, productivity, and effectiveness across complex domestic and international environments. Currently, Turk serves as the Vice President of Service Center Solutions at U.S. Steel where he led a business unit to win over 60% more business despite difficult market conditions. Previously, he held several senior leadership roles at Caterpillar, leading major acquisitions, product innovation initiatives, and global supply chain improvements.
The document provides an overview of the services offered by Fadiven, a project management and consulting firm. Fadiven assists clients with various aspects of project management including feasibility studies, engineering, procurement, construction supervision, and commissioning. They also offer management consulting services such as developing strategies, improving operations, and achieving certifications. The document concludes with case studies of Fadiven's work assisting companies with corporate turnarounds, system implementations, and strategic planning.
The document is a business process reengineering report for Takaful Pakistan, an Islamic insurance company. The report identifies issues with Takaful Pakistan's traditional fragmented processes and proposes solutions based on business process reengineering principles. Key points:
- Currently processes are divided into siloed departments, leading to long lead times and complexity.
- Authority is centralized, requiring multiple approvals that slow the process.
- Customer priority is not established, with all applications treated equally regardless of customer type.
The proposed solution converges tasks into an end-to-end process handled by a cross-functional "Fareeq-e-Takaful" team. It also implements a flattened authority structure and prior
Business process reengineering (BPR) was conceptualized to redefine outdated management concepts that no longer applied to modern business environments. Traditional concepts of specialization and division of labor are replaced by multi-skilled employees and generalized job roles. Additionally, rigid hierarchical structures cannot accommodate today's dynamic global markets. BPR aims to radically redesign business processes and organizations by focusing on end-to-end processes rather than individual functions. The goal is to achieve dramatic improvements in performance metrics like cost, quality, service and speed.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
The document discusses business process reengineering (BPR), including its key concepts, approaches, examples, and benefits. BPR involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. It ignores the current processes and concentrates on designing new, improved processes. The examples of IBM Credit and Kodak show how BPR was used to dramatically reduce processing times and improve productivity.
The Cloud Computing China Congress (CCCC http://www.cloudcomputingchina.org ) is specially designed for senior IT and line of business executives evaluating and making purchasing decisions in the areas of on-demand infrastructure and software services.
The document presents a Balanced Scorecard and performance dashboard created for ExxonMobil's upstream business unit. The Balanced Scorecard includes objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. The performance dashboard will monitor performance on the Balanced Scorecard and help execute the company's strategy of addressing tough energy challenges like oil sands extraction and growing the natural gas market.
Leading the Charge, Driving the Change: Delivering the HR of the FutureTowers Perrin
Towers Perrin HR function effectiveness and technology specialists review and interpret the brand-new results of Towers Perrin's HR service delivery research. You'll learn what organizations are focused on now and how they are planning for the future -- despite an uncertain economic climate.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
The document is a chapter from a management textbook. It discusses operations management, which involves transforming resources into goods and services. Value chain management aims to integrate all parts of the production process to maximize value for customers. Successful value chain management requires coordination, technology investment, and cultural changes. Current issues include using technology to cut costs, quality initiatives like ISO 9000 and Six Sigma, and mass customization through flexible manufacturing.
The document discusses the balanced scorecard performance measurement framework. It describes the balanced scorecard as measuring organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective has objectives, measures, targets, and initiatives. The balanced scorecard links performance measures to strategy and helps organizations communicate and monitor their strategy.
This document is a resume for Peter J. Longiotti, who has over 20 years of experience in supply chain management, procurement, quality management, and strategic leadership roles. He has a proven track record of optimizing operations, reducing costs, ensuring quality and customer satisfaction, and leading post-merger integrations. Currently he is an Integration Manager at MAHLE, where he led a successful post-acquisition transition that generated over $12 million in savings. He holds a Bachelor's degree in Industrial Engineering and is seeking new opportunities to apply his expertise in change management, team building, and business transformation.
This document discusses integrating total quality management (TQM) and business process reengineering (BPR) for organizational improvement. It provides an overview of TQM and BPR, comparing their key aspects such as goals, drivers of change, and impact on organizational culture. While TQM focuses on incremental improvements and BPR aims for radical change, the document argues that combining the two approaches can provide greater benefits than using them separately. A literature review examines debates around the effectiveness of TQM and BPR individually and research supporting an integrated approach.
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
Gerry Skipwith is a dedicated senior executive with over 30 years of experience in technology services and operations. He has a track record of igniting explosive business growth through his over the top performance, including growing service revenues from $9M to $70M. He offers core competencies in areas like corporate development, financial management, and sales and marketing strategy.
This document discusses talent management and its importance for organizations. It addresses challenges such as positioning the organization for growth, identifying and developing high-potential employees, and creating a competitive advantage through people. Talent management is defined as supporting employees throughout their careers by integrating recruitment, development, engagement and retention processes. The benefits of talent management include improved performance, ability to adapt to economic changes, and attracting and retaining top talent. An overview of a talent management framework and PeopleFirm's approach to helping organizations define their talent inventory, refine employee experiences, and align with their environment is also provided.
Business process reengineering (BPR) involves analyzing and designing organizational workflows and processes to achieve dramatic improvements. A business process is a set of related tasks that create value for customers. BPR focuses on fundamentally rethinking processes rather than incremental improvements. It aims to eliminate non-value adding work and optimize processes using information technology.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
This document outlines the key topics that will be covered in a chapter on operations management. It includes an introduction to operations management and what operations managers do. It also discusses the importance of operations, productivity and social responsibility. Additionally, it provides learning objectives for understanding production, services, measuring productivity and career opportunities in operations management. The document uses examples like Hard Rock Cafe to illustrate operations management concepts.
The Value Initiative tool suite provides a set of tools to help clients identify value-creating ideas and optimize their project portfolios. The key tools include the Enterprise Value Map, ValueLink, MapIt!, PriorIt!, and Portfolio Landscape. The Enterprise Value Map depicts how value is created and can be used to measure performance, identify projects, and develop hypotheses. ValueLink electronically links improvement initiatives to the Value Map. MapIt! and PriorIt! help allocate projects across the Value Map and prioritize based on risk and value. Portfolio Landscape is a comprehensive tool that manages the full portfolio optimization process. The tools help clients focus on the right projects and initiatives to improve performance.
Growing your business can easily add complexity and thus erode the profits you expected from growth. The key is in understanding the nature of complexity and how to simplify your business to grow in a profitable way.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
William Woodman is an executive financial leader with over 25 years of experience as a CFO and controller for companies in various industries including high tech, biotechnology, telecommunications, and textiles. He has experience implementing financial systems, restructuring accounting departments, managing turnarounds, and implementing cost reduction strategies. Woodman's background includes strategic planning, financial analysis, budgeting, and project management. He holds a B.S.B.A in accounting and is a Certified Management Accountant.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
The document discusses business process reengineering (BPR), including its key concepts, approaches, examples, and benefits. BPR involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. It ignores the current processes and concentrates on designing new, improved processes. The examples of IBM Credit and Kodak show how BPR was used to dramatically reduce processing times and improve productivity.
The Cloud Computing China Congress (CCCC http://www.cloudcomputingchina.org ) is specially designed for senior IT and line of business executives evaluating and making purchasing decisions in the areas of on-demand infrastructure and software services.
The document presents a Balanced Scorecard and performance dashboard created for ExxonMobil's upstream business unit. The Balanced Scorecard includes objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. The performance dashboard will monitor performance on the Balanced Scorecard and help execute the company's strategy of addressing tough energy challenges like oil sands extraction and growing the natural gas market.
Leading the Charge, Driving the Change: Delivering the HR of the FutureTowers Perrin
Towers Perrin HR function effectiveness and technology specialists review and interpret the brand-new results of Towers Perrin's HR service delivery research. You'll learn what organizations are focused on now and how they are planning for the future -- despite an uncertain economic climate.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
The document is a chapter from a management textbook. It discusses operations management, which involves transforming resources into goods and services. Value chain management aims to integrate all parts of the production process to maximize value for customers. Successful value chain management requires coordination, technology investment, and cultural changes. Current issues include using technology to cut costs, quality initiatives like ISO 9000 and Six Sigma, and mass customization through flexible manufacturing.
The document discusses the balanced scorecard performance measurement framework. It describes the balanced scorecard as measuring organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective has objectives, measures, targets, and initiatives. The balanced scorecard links performance measures to strategy and helps organizations communicate and monitor their strategy.
This document is a resume for Peter J. Longiotti, who has over 20 years of experience in supply chain management, procurement, quality management, and strategic leadership roles. He has a proven track record of optimizing operations, reducing costs, ensuring quality and customer satisfaction, and leading post-merger integrations. Currently he is an Integration Manager at MAHLE, where he led a successful post-acquisition transition that generated over $12 million in savings. He holds a Bachelor's degree in Industrial Engineering and is seeking new opportunities to apply his expertise in change management, team building, and business transformation.
This document discusses integrating total quality management (TQM) and business process reengineering (BPR) for organizational improvement. It provides an overview of TQM and BPR, comparing their key aspects such as goals, drivers of change, and impact on organizational culture. While TQM focuses on incremental improvements and BPR aims for radical change, the document argues that combining the two approaches can provide greater benefits than using them separately. A literature review examines debates around the effectiveness of TQM and BPR individually and research supporting an integrated approach.
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
Gerry Skipwith is a dedicated senior executive with over 30 years of experience in technology services and operations. He has a track record of igniting explosive business growth through his over the top performance, including growing service revenues from $9M to $70M. He offers core competencies in areas like corporate development, financial management, and sales and marketing strategy.
This document discusses talent management and its importance for organizations. It addresses challenges such as positioning the organization for growth, identifying and developing high-potential employees, and creating a competitive advantage through people. Talent management is defined as supporting employees throughout their careers by integrating recruitment, development, engagement and retention processes. The benefits of talent management include improved performance, ability to adapt to economic changes, and attracting and retaining top talent. An overview of a talent management framework and PeopleFirm's approach to helping organizations define their talent inventory, refine employee experiences, and align with their environment is also provided.
Business process reengineering (BPR) involves analyzing and designing organizational workflows and processes to achieve dramatic improvements. A business process is a set of related tasks that create value for customers. BPR focuses on fundamentally rethinking processes rather than incremental improvements. It aims to eliminate non-value adding work and optimize processes using information technology.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
This document outlines the key topics that will be covered in a chapter on operations management. It includes an introduction to operations management and what operations managers do. It also discusses the importance of operations, productivity and social responsibility. Additionally, it provides learning objectives for understanding production, services, measuring productivity and career opportunities in operations management. The document uses examples like Hard Rock Cafe to illustrate operations management concepts.
The Value Initiative tool suite provides a set of tools to help clients identify value-creating ideas and optimize their project portfolios. The key tools include the Enterprise Value Map, ValueLink, MapIt!, PriorIt!, and Portfolio Landscape. The Enterprise Value Map depicts how value is created and can be used to measure performance, identify projects, and develop hypotheses. ValueLink electronically links improvement initiatives to the Value Map. MapIt! and PriorIt! help allocate projects across the Value Map and prioritize based on risk and value. Portfolio Landscape is a comprehensive tool that manages the full portfolio optimization process. The tools help clients focus on the right projects and initiatives to improve performance.
Growing your business can easily add complexity and thus erode the profits you expected from growth. The key is in understanding the nature of complexity and how to simplify your business to grow in a profitable way.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
William Woodman is an executive financial leader with over 25 years of experience as a CFO and controller for companies in various industries including high tech, biotechnology, telecommunications, and textiles. He has experience implementing financial systems, restructuring accounting departments, managing turnarounds, and implementing cost reduction strategies. Woodman's background includes strategic planning, financial analysis, budgeting, and project management. He holds a B.S.B.A in accounting and is a Certified Management Accountant.
Michael Pitcher is a highly accomplished senior operations executive with extensive experience improving productivity, efficiency, and profitability through strategic planning and process improvement. He has consulted with manufacturing, healthcare, and other organizations, developing innovative solutions that increase revenues and cut costs. As an operations consultant, he has delivered significant results such as doubling company revenues, reducing labor costs by $30M, and boosting productivity by up to 300%.
Michael Pitcher is a senior operations executive with over 25 years of experience helping companies improve productivity, efficiency, and profitability through strategic planning, process improvement, and fiscal management. He has held leadership roles developing and implementing solutions that generated measurable results for manufacturers and other industries. As an independent consultant, he advises organizations on strategic planning, operations strategy, and market offers.
The document is a resume for Jamie A. Wymer that highlights over 18 years of experience leading manufacturing operations and sales roles, with achievements including improving profitability through LEAN transformations, developing employee programs, and increasing revenue through strategic initiatives. Wymer's career includes positions as Vice President of Operations, Owner/President, Consultant, and multiple sales roles promoting software and manufacturing solutions.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses business process reengineering (BPR), which is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. It outlines the key steps in BPR, which include selecting a process and team, understanding the current process, developing and communicating a vision for an improved process, identifying an action plan, and executing the plan. The goals of BPR are to make organizations more efficient, effective, and able to adapt to changing customer needs and markets.
Axcelion Partners is a strategy and operations consulting firm that helps companies capture value. They have 35 years of experience working with companies of all sizes. Their services include developing and executing growth strategies, improving profitability, and transforming businesses. They work with start-ups, small and medium businesses across many industries.
Axcelion Partners is a strategy and operations consulting firm that helps companies capture value. They have 35 years of experience working with companies of all sizes. Their services include developing and executing growth strategies, improving profitability, and transforming businesses. They work with start-ups, small and medium businesses across many industries.
Managing Your Consulting Firm for Growth - An IDC InfoDoc, sponsored by Deltek Oomph! Recruitment
This document discusses the results of a survey of over 250 consulting firms regarding managing growth. Key findings include:
- Consulting firms are bullish on future growth, with 41% revenue growth. However, rapid growth brings challenges in project execution, talent retention, and financial management.
- Firms need better visibility into customer, project, and employee lifecycles in order to capitalize on opportunities. Customer lifetime value and retention are seen as most important metrics.
- Many firms still rely on in-house IT systems rather than industry-specific cloud solutions, despite evidence that purpose-built systems provide advantages in decision-making and operational efficiency. Most firms plan to transition more systems to the cloud.
The document provides an overview of business architecture and its benefits. It discusses how business architecture can be used to (1) provide clear rationales for doing business architecture, (2) provide a filtered set of business architecture models, views and uses to mitigate project and analysis risk, and (3) suggest a staged execution model. The document then covers various topics related to business architecture including standards, blueprint models, the blueprint lifecycle, technology impact, and how to focus on getting the biggest bang for efforts.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
The document describes an upcoming conference on performance management called The Performance Conference 2009 taking place from October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks on topics related to performance management, measures, metrics, and business analytics. It will bring together business executives from various industries and functions to explore challenges in business performance and latest innovations. Attendees will learn how to utilize performance management strategies to improve operational efficiencies, reduce costs, and increase profitability during turbulent economic times.
The document describes an upcoming conference on performance management called The Performance Conference 2009 taking place from October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks on topics related to performance management, measures, metrics, and business analytics. It will bring together business executives from various industries and functions to explore challenges in business performance and latest innovations. Attendees will learn how to utilize performance management strategies to improve operational efficiencies, reduce costs, and increase profitability during turbulent economic times.
World Leader in Performance Excellence
BMGI’s Business Excellence Roadmap provides a recommended engagement roadmap for organizations seeking to implement a business excellence program. It discusses business excellence and its benefits, including improved business performance, profitability, and competitive advantage. The roadmap includes assessments, quick win actions, an implementation plan, and establishing governance structures to ensure successful transformation.
DL Weil Consulting provides supply chain and operations consulting services to help companies reduce costs and improve financial performance. They benchmark clients' organizations, create goals and strategic plans, and help implement initiatives to increase manufacturing throughput, inventory turns, and reduce operating costs. The company founder, David Weil, has 35 years of experience leading supply chain operations and reengineering projects for Fortune 500 companies, resulting in hundreds of millions of dollars in cost savings and improved cash flow. DL Weil Consulting focuses on achieving measurable financial results for its clients.
Stratum is Business HR Consulting and Execution Firm. We believe that the cultural framework of an organization has a profound impact on its economic success. We integrate values, objectives, people, processes, communication and workspace that act as a cultural framework which are very clearly trackable and measurable. We work with fast-growing organizations to implement Cultural Frameworks, Strategic Business HR Solutions, Business systems and processes & Social HR Technologies to help Organizations scale sustainably to compete in global markets.
We understand our clients pain areas (be it people related or process related) and work towards root cause solutioning. The aim is to get business owners to focus on growth while we help strengthen the backend in multiple ways by implementing innovative and customized solutions.
Stratum Consulting is a Business HR Consulting Firm that works with fast-growing organizations to implement Social HR Technologies, Business HR processes and Business metrics to scale sustainably and compete in global markets.
The entire focus is on majorly 2 aspects:
1. Improving Employee Productivity, Employee Efficiency which impacts the Topline and Bottomline of your Organization
2. Driving your organization culture where everyone contributes to profitability, customer delight and innovation
Our solutions are entirely Human Centered and our entire focus is how we work with your entire team to understand pain areas and work towards solutioning the root cause.
We action what we propagate and drive our activity to success. The entire aim is how we can work with your organization in a way where you (as Business Drivers) get to drive BD, Strategy and Finance and we manage the Operational issues that would be causing any issues.
The MALCOM Baldrige national quality awardRuqaiya Vasi
The document discusses the Baldrige Performance Excellence Program and the Malcolm Baldrige National Quality Award. It provides details on the history and purpose of the award, eligibility requirements, categories and criteria for evaluation, and the application and review process. It also summarizes how Baldrige differs from other quality frameworks like Six Sigma, Lean, and ISO by taking a holistic, results-oriented approach. Finally, it includes a case study on Lockheed Martin Missiles and Fire Control's use of Baldrige criteria to improve performance.
What Does It Cost? Activity Based Cost Managementalanlund
This document discusses activity-based costing (ABC) and its benefits. ABC assigns overhead costs to products and services based on their consumption of resources rather than traditional methods that allocate costs in proportion to direct costs. The document recommends developing a cost management strategy including mapping processes, reviewing general ledger accounts, and developing an ABC cost model to determine unit costs for products/services by factors like customers and cost centers. ABC provides decision makers profitability information and highlights how efficiently activities are performed and who benefits from activities.
UHY Advisors, Inc. is a professional services firm that provides business advisory, audit, and tax services to companies across various industries. It has 20 offices located throughout the United States, including two in Michigan. UHY Advisors is the 15th largest professional services firm in the U.S. and is a member of UHY International Limited, which has 211 offices in 65 countries.
UHY Advisors, Inc. is a professional services firm that provides business advisory, audit, and tax services to companies across various industries from its 20 U.S. offices. It is the 15th largest professional services firm in the U.S. and is a member of UHY International Limited, which has 211 offices in 65 countries.
Foreign-Trade Zones (FTZs) are secure areas located within or near U.S. ports of entry where foreign and domestic goods are considered outside of U.S. customs territory. This allows goods to be stored, exhibited, manufactured, or processed without formal customs entry or payment of duties until they enter U.S. commerce. Key benefits of FTZs include duty elimination on re-exports, duty relief on waste and scrap, and duty deferral which provides working capital savings. Companies use FTZs to gain these cost savings and competitiveness advantages over importing goods directly into the United States.
The document discusses developing a business continuity plan that goes beyond just disaster recovery. It covers understanding the components of a business continuity plan including conducting risk assessments and gap analyses, developing and implementing continuity plans, establishing disaster recovery plans, and testing plans. It emphasizes that having a business continuity plan can help ensure survival during disasters and support stability, reduce financial losses, and make good business sense. The document outlines critical steps in business continuity planning including assessments, risk and impact analyses, and developing recovery strategies and actions.
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The document discusses lean manufacturing, which aims to eliminate waste in production through continuous improvement. It provides an overview of lean principles like visual controls, balanced flow, and one-piece flow. The key is to optimize processes from the customer's perspective by removing activities that do not add value. The document then outlines UHY Advisors' approach to lean implementation, which involves an initial operational assessment and process review to establish a lean strategy and vision tailored to the client.
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Uhy Profit Core Spf
1. TM
The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
Corporate Opportunity for Regaining Earnings!
Profit & Process Improvement
Services
UHY Advisors MI, Inc.
26200 American Drive Southfield, Michigan 48034
(248) 355-1040
2. UHY Advisors MI, Inc.
Profit & Process Improvement Services
The Objectives
1. Incorporate results-driven consulting expertise to
identify opportunities that lead to improvements in
operating and financial performance.
2. Provide value-added recommendations and hands-
on implementation to maximize profitability by
achieving performance improvements.
3. Provide the tools, training and on-going support
needed to achieve and grow a company’s CORE . .
“Corporate Opportunities for Regaining Earnings”
1
3. Our Clients
1. Since 1996, UHY’s Profit & Process Improvement
team has worked with over 200 companies to
implement profit and process improvement
initiatives.
2. Industries have included aerospace, automotive,
industrial machinery, distribution, chemical, retail,
support services, software, and many others.
3. Client size has ranged from 4 employees to over
16,000 employees covering 400+ locations.
Our Client’s Profile
Underperforming Companies:
Objective – To provide the business advisory
services needed to dramatically and rapidly
improve operational and financial performance.
Growth Centered Companies:
Objective – To provide Strategic, Operational, and
Tactical recommendations and solutions that
maximize profitability while implementing Best In
Class performance measures.
2
4. The Process
Financial Strength Financial Strength
Leadership Leadership
Core Capabilities Market Penetration
Response Time Future Growth
Technology New Products
Growth Potential Innovation
Innovation Merger Status
Our Methodology
Financial Focus Based on a “Check Book” Approach:
• Cost Center verses Profit Center Management
• Identify and Correct Sources of Lost Revenue
• Managed Process Control to Achieve Consistency
• Systems to Establish Clean and Accurate Data
• Identify and Address Capital Structure
• Identify and Energize Core Leadership Team
• Implement Operational Tools to Sustain and Grow
3
5. A Client List
Big Medium Small
Con-Way
Con- Baxter Enterprises Modas LLC
Daimler-Chrysler
Daimler- Wainwright Reed Rubber
Yellow Freight Stevens Industries Bradhart Products
Black Box Corporation Illinois Road Contractors Oliver Hatcher
Gates Energy Division Accurate Gauge & Mfg. ONODI Tool
Allied Signal Aerospace National Machinery Event Solutions
Liebherr Aerospace Gentz Industries Hubbard Spring
Baker Concrete Taylor Machine Stanley Industries
Prime Wheel Britten Media Anderson Honda
Sunnen VAMP Company
Belle Tire Marshall Campbell
Finite Filter NYX
3 Dimensional Services Moeller Manufacturing
American Electric Vehicle Standard Die
GTR Builders Quasar Industries
The Timeline
Business Assessment:
3 to 5 on-site days by the UHY Consulting Team to assess
operations, identify opportunities and quantify financial
return with a 2 to 3 person UHY Consulting Team -
Includes Financial and Operational Expertise.
Model Development:
15 to 20 on-site work days over a 10 to 12 week period
with the UHY Consulting Team to address clean data,
labor/process efficiencies, corporate culture, and change
management.
Utilization of company-specific and UHY CORE tools to
establish baselines and manage data and processes.
4
6. The Timeline
Improvement Rollout:
10 to 12 on-site work days over a 4 to 6 week period to
provide training, implement UHY’s CORE Model and
integrate a profit-centered business strategy.
Provide Management Team direction and process-specific
improvement implementation actions.
Performance Maintenance:
2 to 4 on-site work days every quarter to work with the
Management Team to ensure profitability measures are
sustained and capable of growth.
Provide company-specific revisions and enhancements to
the UHY CORE Model as a comparison to financial results.
An Example
Metal Stamping, Machining & Tooling Operation - $25.2mil
Metal Stamping, Machining & Tooling Operation - $25.2mil
annual sales, 82 employees, 2 shifts. Losing $25,000/month
annual sales, 82 employees, 2 shifts. Losing $25,000/month
Products & Customers:
Machining Generated 48% of the Losses
Tooling Generated 38% of the Losses
Three Stamping Customers Generated Remaining 14%
Actions Implemented:
Bills of Material Verified & Updated
Costs Directly Allocated to Departments, Products & Customers
Tooling and Machining Departments Re-Organized
Value-Added Metrics Implemented and Monitored Weekly
Results - $300,000 in Profits within 8 Months
5
7. An Example
Injection Molding Operation - $28.4mil annual sales, 177
employees, 3 shifts. Losing $70,000 per month
Products & Customers:
Press Sizes Ranging for 225 Tons to 3,500 Tons
OEM and Service Business . . . 86 Molds . . . .9 Customers
Direct-to-Indirect Ratio = 1 to 1
Actions Implemented:
Bills of Material Verified & Updated
Costs Directly Allocated to Products & Customers . . .Elimination!
Re-aligned Sales Efforts . . . .Low Tonnage to High Tonnage
Value Added Metrics Implemented and Monitored Weekly
Results – Breakeven within 4 Months
An Example
Road Contractor - $31.2mil annual sales, 5 unique business
units, running at breakeven for past 3 years
Business Operations
Roto-Milling, Sealcoating, Trucking, River Terminals, Materials
Subcontractor to Prime Contractor on 65% of jobs
Next Generations of Management plus Founding Fathers
Actions Implemented:
Analysis of ’04, ’05 & ’06 Business Unit Profitability
Costs Directly Allocated to Business Units & Prime Contractors
Analysis of Equipment & Terminal Costs
Development and Implementation of Business Unit Cost Models
Results – On Track for $300,000 Net Profit
6
8. More Details
Jim Bauters, Managing Director
CPA, 26 years
jbauters@uhy-us.com
(248) 355-1040 ext. 474
Alan Lund, Consulting Principal
Manufacturing & Operations, 20+ years
alund@uhy-us.com
(248) 355-1040 ext. 447
(248) 496-9844
7
9. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
CORE PLAN
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
10. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
The Challenge
As you are well aware, the last three to five years have been very difficult for a wide variety of companies
due to significant pressures to lower prices coupled simultaneously with escalating costs. Industry has
faced pressures such as:
• Downturn in the economy which has lowered demand for many services
• Increases in raw material and equipment costs
• Increases in labor costs mainly driven by increased health care
The Dilemma
These pressures have reduced, and in many cases, eliminated profit margins causing cash flow issues,
shareholder / owner dissatisfaction and increased pressure from banks and financial institutions.
Returning to profitability may not be possible under current legacy business models, strategies, cost
structures and processes that remain unchanged from the
previous days of high profitability. During those days, unprofitable
services, operational inefficiencies, mistakes and out-of-control
costs could be absorbed due to high profit margins on other
services. Good profit margins lead many companies to ignore
these problems. In the current business environment, all these
aspects of the business must be re-evaluated and integrated
into today’s business environment. Even though profitability is a
reasonable expectation, achieving results takes a successful
analysis and adaptation of the business, which can only be
achieved with adequate commitment, skills and expertise. UHY Advisors’ Profit &Process Management
Services Team has successfully assisted a wide variety of businesses to achieve and sustain significant
results.
The Return to Profitability
UHY’s Team combines financial, strategic and operational expertise to ensure that your business and
resources are aligned to understand and implement systems to achieve profitability. Our profit
enhancement methodology for companies includes:
• Studying current and future business environment and constraints in your specific industry
• Developing processes to uncover and validate “clean & accurate” data that can be used to
analyze the performance of your business.
• Developing a solid cost management strategy which includes:
Profitability data by service line and customer, based on accurate allocation of burden and overhead using
o
activity costs
Activity value analysis and associated costs
o
Loaded labor costs which include benefits, payroll taxes, etc.
o
Utilization and efficiency of direct labor
o
Realistic capacity and utilization rates for work centers
o
Indirect, general and administrative costs and their relationship to business volumes
o
• Benchmarking resulting data against competition and similar industries
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
ISO 9001:2000 Certified
11. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
• Determining the appropriate business model, strategies and cost structures under which your
company can achieve the required profitability targets. Activities include:
Determining service lines or customers that cannot be profitable with their current pricing, no matter what
o
improvements are made
Determining target markets and customers where favorable profit
o
margins exist and focusing sales and marketing efforts in those areas
Establishing an accurate and usable quoting / estimating system that
o
ensures new work will meet the established profit margin targets
Establishing operational performance metrics that must be met in order
o
for your company to achieve the established profit targets for remaining
and new work. These performance metrics include labor costs, utilization
and efficiency, work center productivity, quality levels, indirect costs
ratios, etc.
Steps to Profitability
The attached diagram highlights the primary steps to uncovering, analyzing and establishing a strategy
for achieving profitability.
Developing. communicating, launching, measuring, and monitoring a Business Management
1.
Strategy based on urgency and sound Cost Management Principals. Understanding and
addressing the activities, services, operational practices, and customers that drive costs and
ultimately profitability. The UHY team has multiple years of experience successfully guiding
companies through the Strategic Planning Process. We incorporate planning tools such as
Balanced Scorecard, Strategy Maps, and Performance Management along with in-depth
industry experience and common sense.
2. Probably the single greatest barrier to profit and cost management centers on the issue that
most organizations do not know the true costs associated with their business operations – costs
associated with the services they provide and how specific customer requirements can
dramatically impact overall profitability. Benchmark data across 100 companies, 400 facilities,
10 industries, ranging from $25M to $1B indicated that less than 50% of orders, customers, and
services were profitable when analyzed at the net operating level. Our Business Analysis
includes an assessment of your company’s:
• Strategic Plans for Business, including sales, marketing and production
• Financial Strength and capability to finance future growth
• Adequacy & Utilization of Resources, including capital, direct & indirect labor, equipment,
technology & facilities
• Key Business Processes, including accounting, financial, administrative, operations,
maintenance, and support processes
• Management Leadership & Personnel Skills
• Business Profitability & Costing Capabilities, including availability and accuracy of data
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
ISO 9001:2000 Certified
12. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
3. Our Costing Methodology incorporates a detailed analysis of your business operations including,
Labor, Machine/Equipment Efficiencies, Overhead, Process Capability & Performance, and your
deliverable Services.
The output of UHY’s process is a
company-specific Costing Model
that provides the financial and
operational detail needed to drive
your strategic decisions.
4. In order to achieve profitability, a disciplined Performance Management Framework needs to
be identified and established. Key Results Indicators (KRIs) provide the “Dash Board” to inform
management as to business health and goal achievement. KRIs must be measured, trended
and acted upon by senior management. KRIs include measures such as Customer Satisfaction,
Net Profit Before Tax, Profitability of Service, & Employee Satisfaction.
5. In order to sustain profitability, Key Performance Indicators (KPIs) need to be identified and
established for each business process. KPIs must be measured frequently (e.g. daily), trended
and acted upon by senior management. These indicators have a significant impact on the
whole organization and provide an early warning indication of pending process breakdown.
KPIs include measures such as Direct Labor Hours, Machine Rates/Hour, Errors & Omissions,
Rework, Cost Overruns, Revenue per Employee, Overtime Hours, etc.
Project Timeline:
Assessment:
Typical Format: 3 to 5 on-site days with 2 to 3 UHY consultants. The resulting Assessment Report provides
a preliminary roadmap as to financial strength, management/leadership concerns, operational
constraints, and costing strategies.
Model Development:
Typical Format: 15 to 20 on-site days over a 10 to 12 week period with 2 UHY consultants. Key actions to
address include access to “clean data”, labor/machine analysis, corporate culture, and your company’s
ability to manage change.
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
ISO 9001:2000 Certified
13. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
Model Rollout:
Typical Format: 10 to 12 days on-site over a 4 to 6 week period with 2 UHY consultants. Our team works
directly with your management team to train key personnel on the resulting costing model, provide
hands-on assistance to implement the profitability model, and to provide the services required to
integrate a profitability business strategy throughout your operations.
Maintenance:
Typical Format: 2 to 4 days on-site every quarter with 2 UHY consultants. Our objective is to work closely
with your management team to ensure that your profitability model remains current and accurate.
During the maintenance phase, the UHY Team remains ready to provide on-going assistance and
recommendations to address changes in your business operations in conjunction with changes in market,
services and customer issues.
For additional information on UHY Advisors’ Profit & Process Management Services and/or a list of
reference companies, please contact
Alan Lund at (248) 355-1040 Ext. 447 E-Mail – alund@uhy-us.com
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
ISO 9001:2000 Certified
14.
15. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
CORE
CAPABILITIES
&
TEAM
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
16. CORE CAPABILITIES
• Companies Served:
- Revenues of $5mil to $2.1bil
- Employee size from 4 to over 16,000
• Engagements:
- Profitability and Cost Management
- Change Management and Strategic Planning
- Process Mapping and Documentation
- Foreign Trade Zones
- Strategic Supplier Development
- Lean Management & Manufacturing
- Quality Management Systems – ISO 9001, AS 9100/9110, ISO/TS 16949
- Environmental Management Systems – ISO 14001
- Information Security Management – ISO 27001
- Financial Controls – Flowcharting and Risk Management
- Specialized Workshops – Problem Solving, Internal Auditing, Corrective Action
- State & Federal Grants
• Industries Served: Example Clients:
- Injection Molding Baxter Enterprises, OEM/ERIE
- Metal Stamping Wainwright Industries
- Tool & Die Richard Tool, Wainwright Industries
- Rubber Molding & Gasket Fabrication Reed Rubber Company
- Fiberboard Lamination Stevens Industries
- Transportation Con-Way Transportation Services (400 locations)
- Retail Belle Tire (61 locations)
- Aerospace Liebherr Aerospace, Gentz Industries
- Machinery National Machinery, Merritech, Tru Tech
- Construction Baker Concrete Construction, Oliver/Hatcher
- Financial Services Global Forex Trading
- Insurance Oakland Companies, Mason McBride Insurance
- Software Development Fourth Generation, CEBOS
- Machining Accurate Gauge & Mfg. Co.
- Military Greene Metal Products, Onodi Tool, Moeller Mfg.
- Distribution Black Box, Modas, Marshall Campbell
- Education Walsh College, Washtenaw Community College
- Medical Tru Tech Systems
- Program Management Air International, MODAS, Hayes Lemmerz
• Methodologies Incorporated:
- Business Assessment - Balanced Scorecard
- Lean Manufacturing / Lean Management - ISO 9000 / AS 9100 Quality Standards
- Value Stream Mapping - Process Mapping
- Supplier Assessment & Development - Inventory Management & Control
• Tools Utilized:
- Process Mapping - Business Assessment Tool - Financial Benchmarking
- Operational Benchmarking - Value Stream Mapping - Balanced Scorecard
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
17. CORE TEAM
Jim Bauters
Professional Background
Mr. Bauters is a Managing Director of UHY Advisors MI, Inc. and has been involved with closely held
businesses since 1978, with a major emphasis on restructuring and growing businesses. He provides
financing solutions, cost controls and strategic planning initiatives that optimize opportunities for growth
and profitability.
Industry Expertise
He is the leader of the firm’s Manufacturing industry group and has extensive experience consulting
manufacturing companies in ways of improving operating efficiencies, profitability and competitiveness.
He has successfully developed and implemented strategic turnaround plans and secures financing for
growth and buy/sell opportunities
Academic Profile
He holds undergraduate degrees in Finance and Accounting from the University of Dayton and a
graduate degree in Business from the University of Notre Dame.
Alan Lund
Professional Background
Alan Lund is a consulting principal and has been with the firm since 1996. He has been actively involved
in assisting a wide variety of companies with profit and process improvement activities.
Industry Expertise
As a consulting principal, Mr. Lund manages a team of profit and process enhancement consultants. Mr.
Lund is a RAB/IRCA Certified Quality Systems Lead Auditor and has provided profit and process
enhancement assistance to companies in a number of industries, including: construction, tool and die,
rapid prototyping, plastic fabrication, distribution, chemical processing, software developers, metal
fabricators, engineering services, and retail service organizations.
Academic Profile
Mr. Lund received a Bachelor’s of Science in Mechanical Engineering from Iowa State University and has
over 20 years of industry experience.
Dawn Grego
Professional Background
Dawn Grego is a Consulting Manager and has over 16 years experience working in a professional
environment establishing systems to meet rigorous aerospace and FAA standards as well as FDA medical
standards. Dawn has conducted and managed internal/external audits, implemented subcontractor
review/evaluation tracking systems, developed and implemented company processes, procedures and
training, implemented and maintained ISO 9001:2000 and AS 9100 quality management systems while
effectively supporting organizations in continuous improvement efforts to increase efficiency and reduce
costs.
Industry Expertise
Dawn has worked for Michigan-based companies such as Gentz Industries, LLC, located in Warren,
Turbine Engine Support (Formerly The Stalker Corporation), located in Essexville, and Tru Tech Systems, Inc.,
Mt. Clemens.
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
18. Congjie (Connie) Ku
Professional Background
Connie is a Senior Manager and is devoted to providing complete business and financial consulting
services to clients. She is a member of the firm’s Audit and Assurance Department and is responsible for
monitoring and implementing current accounting regulations. Connie is a licensed CPA in the state of
Michigan.
Industry Expertise
Connie provides financial and business consulting services to a wide variety of industries, including,
Automotive, Manufacturing, Real Estate, and Business Services. Connie has direct experience in tax
planning services, supervising audits and performing due diligence for companies ranging from $10
million to $200 + million in sales. Connie is fluent in the language of Mandarin and familiar with Chinese
culture. Connie assists in communication and translation, as well as China-related financial and business
consulting services.
Academic Profile
Connie has a Bachelor’s degree in International Accounting from International School of Shanghai
University, a Bachelor’s degree in Finance from International School of Shanghai University, and Master’s
degree in Accountancy from Southern Illinois University at Carbondale.
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
19. The Profit CORE . . .
Corporate Opportunity for Regaining Earnings!
CORE
EXAMPLE
REPORT
OAKLAND COUNTY 26200 American Drive Suite 500 P.O. Box 5004 Southfield, MI 48086-5004 (248) 355-1040 Fax (248) 355-1084
MACOMB COUNTY 12900 Hall Rd., Suite 500 Sterling Heights, MI 48313-1153 (586) 254-1040 Fax (586) 254-1805
www.uhy-us.com
20. Profitability & Process
Improvement Report
Results & Recommendations
Presented to
MOLDERS INC.
November 16th 2005
26200 American Drive, Suite 500 12900 Hall Road, Suite 510
Southfield, MI 48034-6173 Sterling Heights, MI 48313-1153
Telephone 248-355-1040 Telephone 586-254-8141
Fax 248-355-0157 Fax 586-254-9406
Web: www.uhy-us.com
21. Project Report
Table of Contents
1.0 PROJECT OBJECTIVE.......................................................................................................................... 1
2.0 PROFITABILITY COSTING MODEL ..................................................................................................... 1
3.0 ANALYSIS RESULTS AND RECOMMENDATIONS ............................................................................ 3
3.1 OPPORTUNITIES FOR IMPROVEMENT: ...................................................................................................... 3
3.2 PART PROFITABILITY ANALYSIS RESULTS:............................................................................................... 7
4.0 RECOMMENDED NEXT STEPS.......................................................................................................... 10
APPENDIX A: COST & PROFIT ANALYSIS GRAPHS ........................................................................... A1
22. Project Report
1.0 Project Objective
The objectives of the costing & profitability engagement were to:
• Assess the company’s operational and financial performance
• Build a profitability costing model
• Analyze the costs and profitability of individual processes, products and customers of
MOLDERS
• Identify the reasons behind excessive costs and lack of profitability associated with
individual processes, products and customers
• Provide recommendations regarding business strategy and accounting / operational
processes to improve profitability and increase the accuracy of costing information
2.0 Costing Model
To design the costing model, all business processes were mapped, assessed and categorized
into activities. All accounting information was also reviewed in detail to determine the costs
associated with each of these activities and identified the most appropriate drivers (stage 1)
that should be used for the allocation of those costs. Activity costs were then allocated using
appropriate drivers (stage 2) to specific products and customers.
The model consists of excel files linked together that perform all the appropriate cost and
profitability calculations.
• The first file is the labor cost schedule file. This file includes the average loaded labor costs
for the employees in each of the various manufacturing, indirect and administrative
activities
• The second file is the core cost model file. This file includes:
o Machine cost schedule providing the average hourly cost for each category of
equipment utilized in manufacturing activities. This average hourly cost includes all
fixed and variable operating costs associated with the equipment.
o Activity Cost allocation schedule providing a breakdown of the monthly operating
expenses by activity and detailing the activity drivers used in the allocation of the
costs to these individual activities. Detailed allocations using complex drivers are
performed on separate sheets linked to the main sheet.
o Direct input cost sheets. These are costs that need to be directly input in the model
for an accurate cost allocation. These include resin costs and various other part
specific data (scrap rates, average quantity per run, mold repair costs, etc.)
• The third file is the part profitability analysis file. This file contains the part costing sheet
which can be used to cost any part, whether it is produced in-house or outsourced. This
file also contains sheets and charts summarizing costs and profitability of all entered
parts.
The model is accurate for company revenue and expense for the period of January to
November of 2005. It is recommended that the model be reviewed and updated on a quarterly
basis to incorporate permanent and significant changes in the company structure, processes,
costs and revenues. Examples of these changes that require updating of the cost model are:
Molders, Inc. 11-2005 Page 1 of 10
23. Project Report
• Changes in employees and labor costs, including new hires, layoffs and changes in
payroll, benefits, payroll taxes, etc.
• Changes in manufacturing equipment and their operating costs such as new equipment
being added, changes in equipment capacity or utilization, etc.
• Changes in operating expenses. The model is based on average monthly balances for
each general ledger account and should not be changed to reflect monthly or seasonal
changes (such as building or equipment maintenance costs, manufacturing supplies,
etc.). Only permanent changes in average balances (such as change in rent,
equipment service agreements, warehousing costs, etc.) should necessitate a change in
the average monthly balances used in the model.
• Changes in sales prices for existing parts, such as price reductions or increases.
• Significant changes in business structure or operating processes such as changes in
departmental structure & responsibilities, outsourcing of processes, etc.
The existing general ledger accounts used for all operating expenses do not match the activity
structure in the costing model. This creates difficulties during reviews and updates of the model
which requires comparing costs in the model to actual costs in the accounting system. To
address this issue, each purchase order and associated invoice must be assigned a code to link
that expense to a specific category or activity. These codes can be entered in the Access
database used by the accounting department to record accounting transactions. The
recommended categories of costs that should be assigned codes are:
• Primary equipment maintenance (injection molding machines)
• Support equipment maintenance (equipment that supports manufacturing equipment
such as silos, chillers, compressors, etc.)
• Secondary equipment maintenance (equipment performing secondary manufacturing
operations such as assembly, welding, etc.)
• Material handling costs (such as forklifts leases, gas, forklift maintenance, etc.)
• General plant expenses (gloves, safety, cleaning, labor supplies, etc.)
• Equipment operating supplies (oils, cooling fluids, etc.)
• Occupancy costs (rent, facility maintenance, heating & cooling, grounds maintenance,
etc.)
• Mold maintenance (repair, freight, replacement parts, etc.) (requires mold number entry)
• Poor quality (sort / inspection costs, expedited freight, customer debits, etc.)(requires
part number entry)
• Engineering (software licenses, prototyping, resin for samples, etc.)
• Quality (certifications, CMM supplies, inspection gages, etc.)
• Packaging / Shipping costs which are not on the bill of material (tape, foam, barcode
labels, etc.)
• Inbound freight (for resin, components, etc.) (requires part number entry)
• Subcontract freight (to move material and parts between MOLDERS and its
subcontractors)
• Outbound freight (requires part number entry)
• General & administrative (paper, inks, stationary, postage, etc.)
• Special and specific costs such as greengarden, flocking, ownership, etc.
Molders, Inc. 11-2005 Page 2 of 10
24. Project Report
3.0 Analysis Results and Recommendations
The results and associated recommendations identified during the project are the outcome of
two types of analysis performed at MOLDERS. The first analysis was performed during the process
of building of the costing model and focused on improvement opportunities in various
manufacturing, support, engineering, administrative and accounting processes. The second
analysis was performed on the results of the costing model and focused on the costs and
profitability associated with individual parts and customers.
3.1 Opportunities for Improvement:
• There is an excessive number of manufacturing support employees compared to direct
manufacturing employees. There are a total of 125 manufacturing support employees
and 99 direct manufacturing employees (includes 12 temporaries). The breakdown of
the manufacturing support employees is as follows:
Department # of Employees Direct : Support
Mold Setters 9 11 : 1
Process Techs 10 10 : 1
Quality Control 27 3.7 : 1
Shipping & Receiving 27 3.7 : 1
Utility 41 2.4 : 1
Maintenance 11 9:1
Total 125 1 : 1.25
This shows that for every one direct manufacturing operator the company needs 1.25
manufacturing support employees. The departments that show high ratios that are not
inline with industry averages are utility, quality control and shipping & receiving. A more
in-depth assessment showed that the main causes of this issue are:
o The high number of setups and color changes and resulting short runs cause
excessive material handling. This is due to scheduling inefficiencies and the fact
that several new parts are lower volume parts than what the company usually
produces
o The high number of quality problems requiring sorting, additional inspection and
re-handling of parts (it was observed that on average there were 7 employees
dealing with scrapped parts in one way or another)
o The complexity of the shipping processes due to the movement of products off-
site to the greengarden warehouse and due to the increased use of returnable
containers
Recommendation: The recommended approach to address this issue is a two step
approach. The first step involves identifying excess labor in each of
the departments that can be eliminated without any direct
impact on the work to be completed. The current workload can
Molders, Inc. 11-2005 Page 3 of 10
25. Project Report
be carried out with the remaining smaller number of employees.
The second step is to the need for that high level of support
employees by addressing the issues listed above, which include
improved scheduling that allows for longer production runs,
focusing new business on higher volume parts with less secondary
operations, eliminating some losing jobs, improving the quality of
parts produced and reducing the complexity of shipping
processes.
• The annual costs associated with material and product handling total $2,965,805 which is
7.8% of sales. This is a very high number and is not inline with industry averages. The
breakdown of this total cost is as follows:
Cost Category Annual Amount % of Sales
Utility labor and operating costs $1,096,669 2.9%
Shipping & receiving labor & operating costs $1,074,100 2.8%
Off-Site Warehouse costs $795,036 2.1%
Total $2,965,805 7.8%
This problem is caused by the same reasons listed in the previous point.
Recommendation: The recommended approach to address this issue is the same
recommended approach listed in the previous point.
• Current labor tracking and reporting systems do not break down labor by process or
activity and several direct employees are not required to enter their time by job. The
result is that there is no way to identify whether labor hours are for molding, assembly,
rework, etc. This prevents the company from easily tracking labor performance by
process and identifying the source of any excessive labor. An analysis performed on all
2004 and 2005 labor hours by part number identified many part numbers that had
excessive labor hours compared to the number of operators required to run the job.
There was no simple method to find the reason and source for the excessive hours.
Recommendation: To be able to track labor hours accurately by process, there needs
to be a more detailed router set up for each part. The router
should include all steps a part goes through such as molding,
assembly, inspection, rework, utility, etc. All employees associated
with these steps must enter their time against a specific step on the
router. This tracking system cannot be implemented easily at
MOLDERS due to the limitations of its in-house developed
technology infrastructure. The recommended permanent solution
is to implement a comprehensive ERP system designed for high
volume automotive manufacturers.
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26. Project Report
• Several departments are considered indirect labor / overhead although they work on
specific jobs. These departments include quality / inspection, utility, mold setters and
process technicians. Some of the time in these departments may be indirect, but when
the employees are working on a specific job, the time should be entered against that
specific job.
Recommendation: Routers must include multiple steps including setup, inspection,
utility and rework and employees must enter their direct time
against these steps for all jobs. The solution to this issue is similar to
the solution proposed for the previous point.
• Direct labor personnel are billing all their hours at the plant to specific job numbers, but
some of the billed time was not actual production time and should not be billed to the
job. A comparison of total hours billed to jobs to the total payroll hours for the month of
November 2005 showed that 91% of the hours paid were billed to jobs. This number is
unrealistic and too high, since the combined vacation, break, holiday time would be
more than 9% (would be about 10% - 15%), and if downtime and cleanup hours are
added, their expected efficiency would be around 75% - 80%.
Recommendation: Direct employees must be instructed and managed to ensure their
non-productive time (cleanup, downtime, idle, etc.) is not billed as
production time on a job, but should be billed as indirect time to
specific codes. This allows more accurate costing and decision
making.
• There is no practical and accurate method to track costs for certain activities using
existing accounting systems and processes. Various expenses are entered in a single
general ledger account. Examples are the Suppliers account 63500-530 and the Outside
Services account 65600-530. This difficulty impacts the company’s ability to review
accurate and specific process / department cost data for decision making and
updating of the cost model.
Recommendation: A long term solution would be to establish a departmental
structure in the accounting software in order to track expenses
within an account by a specific department or activity. A short
term solution that is easier to implement is to use the coding system
proposed in section 2 of this report to assign a code to each
purchase order and associated invoice to link the expense to a
specific category or activity. These codes can be entered in the
Access database used by the accounting department to record
accounting transactions.
• The annual costs associated with bidding / quoting jobs and launching / engineering
new jobs total $1,690,644 which is 4.4% of sales. These costs include all labor costs,
Molders, Inc. 11-2005 Page 5 of 10
27. Project Report
suppliers and overhead but exclude actual machine time required to run prototype or
PPAP parts. These costs seem to be excessive and are not inline with industry averages.
The company is spending excessive resources to launch a new program to production.
Recommendation: The solution of this issue requires a more in-depth analysis of the
root causes behind the excessive costs. Causes may include poor
program management, error prone engineering processes, short
lead times to launch a program, etc.
• The method used to track tooling program costs is not accounting for all the costs
associated with the program. Due to the companies policy not to track costs less than
$1,000 against the program, a large number of tooling costs that were under $1,000 that
were expensed and not accounted for in the tooling program. The 2005 total of these
costs exceeded $200,000.
Recommendation: All tooling program costs should be tracked and accounted for
against the tooling program to increase the accuracy of the
program costs and budget. This includes costs under $1,000.
• The method used to track scrap is not accurate. Comparing scrap data entered in the
company’s production system to regrind data tracked for scrapped parts, it is obvious
that the scrap data entered in the production system is too low and does not account
for all scrap production. Examples are:
Part Scrap Scrapped in System Scrap parts Reground
Qty (%) Qty (%)
83141 4,403 (3.3%) 14,334 (9.7%)
83094 8,691 (2.1%) 27,729 (5.6%)
83086 7,229 (2%) 13,673 (3.8%)
82822 6,481 (1.4%) 19,895 (4.2%)
82728 1,836 (2.9%) 9,429 (13.3%)
82554 6,531 (4.64%) 18,978 (12.4%)
81047 3,108 (2.1%) 9,402 (6.2%)
Recommendation: The newly implemented bar coding system used to track scrap
may have increased the accuracy of the scrap data in the
production system, but this has to be validated. If not, an analysis
must be performed to identify when scrap data is not accurate
and address this issue. A control system must also be established to
identify when there is a problem with the data. This control system
should compare quantity scrapped in the production system to
quantity of scrapped part that were reground. This ensures any
discrepancies are identified and investigated.
Molders, Inc. 11-2005 Page 6 of 10
28. Project Report
3.2 Part Profitability Analysis Results:
The developed costing model was used to cost the top 20 parts and analyze their profitability
based on 2005 data. The selected top 20 parts were based on the previous costing done by Ralf
Bruno. The results of the analysis sorted by sales amount are:
2005 Qty Sale 2005 Gross Gross Total Net 2005
Part # Customer Shipped Price Sales Cost Margin Cost Profit Profit
82601 Chrysler 992,712 $ 2.53 $ 2,516,326 $ 1.38 45.2% $ 1.51 40.1% $ 1,010,018
83084 General Motors 352,143 $ 5.55 $ 1,954,394 $ 4.93 7.5% $ 5.20 2.6% $ 51,708
82121 General Motors 114,590 $ 12.75 $ 1,461,216 $ 9.29 23.0% $ 9.91 18.2% $ 265,700
82513 Flex-N-Gate 850,500 $ 1.66 $ 1,411,830 $ 1.00 39.7% $ 1.08 34.6% $ 489,091
82392 AG Simpson 256,968 $ 4.99 $ 1,282,078 $ 4.44 -0.1% $ 4.66 -4.6% $ (58,909)
8296 A Chrysler 600,857 $ 2.07 $ 1,243,774 $ 2.26 -11.5% $ 2.36 -16.4% $ (203,845)
82785 Chrysler 143,247 $ 7.42 $ 1,062,850 $ 7.36 0.8% $ 7.74 -4.3% $ (45,621)
8306 Pew General Motors 340,055 $ 2.94 $ 999,762 $ 2.83 -2.8% $ 2.97 -7.5% $ (74,900)
82384 Chrysler 348,389 $ 2.57 $ 896,266 $ 1.91 20.4% $ 1.95 15.6% $ 139,882
82573 General Motors 197,010 $ 4.42 $ 870,688 $ 3.25 26.4% $ 3.48 21.3% $ 185,798
83145 AG Simpson 129,054 $ 6.06 $ 782,067 $ 6.16 -11.4% $ 6.44 -16.0% $ (124,990)
82179 General Motors 872,850 $ 0.89 $ 777,596 $ 0.87 1.1% $ 0.91 -3.9% $ (30,517)
82215 Chrysler 834,969 $ 0.90 $ 751,472 $ 0.95 -5.8% $ 1.00 -10.8% $ (81,222)
8296 B Chrysler 218,679 $ 3.39 $ 740,884 $ 3.62 -9.3% $ 3.79 -14.2% $ (105,186)
82836 Chrysler 87,263 $ 8.13 $ 709,623 $ 6.47 18.2% $ 6.87 13.2% $ 94,004
82767 Chrysler 166,390 $ 4.12 $ 686,026 $ 3.30 16.3% $ 3.50 11.5% $ 78,622
8262 A Intier 94,776 $ 5.92 $ 560,657 $ 6.21 -9.4% $ 6.50 -14.3% $ (79,914)
82823 Chrysler 223,550 $ 1.96 $ 438,829 $ 1.62 17.4% $ 1.72 12.4% $ 54,354
83095 General Motors 350,648 $ 1.17 $ 410,258 $ 1.44 -29.0% $ 1.50 -33.8% $ (138,469)
8267 RH Chrysler 84,227 $ 3.20 $ 269,147 $ 2.97 2.3% $ 3.13 -2.5% $ (6,742)
8267 LH Chrysler 85,927 $ 2.93 $ 252,153 $ 2.56 8.2% $ 2.70 3.4% $ 8,647
83166 General Motors 69,849 $ 3.44 $ 240,560 $ 3.89 -16.7% $ 4.06 -21.6% $ (51,953)
8262 B Intier 89,748 $ 2.24 $ 200,641 $ 2.64 -22.4% $ 2.74 -27.2% $ (54,563)
8306 Blue General Motors 28,024 $ 2.94 $ 82,391 $ 2.88 -4.5% $ 3.02 -9.2% $ (7,576)
8239 Gray AG Simpson 5,640 $ 4.49 $ 25,349 $ 4.37 -8.4% $ 4.57 -12.9% $ (3,276)
Total 7,538,065 $ 20,626,835 $1,310,139
Customer 2005 Profitability:
Customer 2005 Sales 2005 Profit / Loss % # of Parts
AG Simpson $ 2,089,494 $ (187,175) -9.0% 3
Intier $ 761,298 $ (134,476) -17.7% 2
General Motors $ 6,796,864 $ 199,791 2.9% 7
Flex-N-Gate $ 1,411,830 $ 489,091 34.6% 1
Chrysler $ 9,567,350 $ 942,909 9.9% 10
Molders, Inc. 11-2005 Page 7 of 10
29. Project Report
Parts Ranked by Net Profit Percentage: Parts Ranked by 2005 Profit / Loss:
Part 2005 Profit / Loss
Part Net Profit %
8296 A $ (203,845)
8309 -33.8%
8309 $ (138,469)
8262 B -27.2%
8314 $ (124,990)
8316 -21.6%
8296 B $ (105,186)
8296 A -16.4%
8221 $ (81,222)
8314 -16.0%
8262 A $ (79,914)
8262 A -14.3%
8306 Pew $ (74,900)
8296 B -14.2%
8239 Black $ (58,909)
8239 Gray -12.9%
8262 B $ (54,563)
8221 -10.8%
8316 $ (51,953)
8306 Blue -9.2%
8278 $ (45,621)
8306 Pew -7.5%
8217 $ (30,517)
8239 Black -4.6%
8306 Blue $ (7,576)
8278 -4.3%
8267 RH $ (6,742)
8217 -3.9%
8239 Gray $ (3,276)
8267 RH -2.5%
8267 LH $ 8,647
8308 2.6%
8308 $ 51,708
8267 LH 3.4%
8282 $ 54,354
8276 11.5%
8276 $ 78,622
8282 12.4%
8283 $ 94,004
8283 13.2%
8238 $ 139,882
8238 15.6%
8257 $ 185,798
8212 18.2%
8212 $ 265,700
8257 21.3%
8251 $ 489,091
8251 34.6%
8260 $1,010,018
8260 40.1%
Parts with Excessive Labor Costs as a Percent of Sales Price:
Target %: Lower than 12%
Molding – Other
Labor
Part # Labor % Gross Margin %
1 : 4.3
8262 B 23.8% -22.4%
1 : 1.3
8309 19.4% -29%
1 : 3.8
8306 16.3% -4.5%
1 : 4.4
8296 A 16.1% -11.5%
1 : 13
8316 16.0% -16.7%
1 : 6.0
8296 B 14.5% 9.3%
Excessive labor is usually caused by a high amount of secondary operations required after
molding or by quality issues that require more inspection, attention, sorting, reworking, etc.
Molders, Inc. 11-2005 Page 8 of 10
30. Project Report
Parts with Excessive Material Costs as a Percent of Sales Price:
Target %: Lower than 35%
Part # Material % Gross Margin %
8314 53.9% -11.4%
8296 49.2% -11.5%
8309 42.5% -29.0%
8262 B 41.1% -22.4%
8267 40.1% 2.3%
8239 37.7% -8.4%
Excessive material costs is usually driven by resin price increases or excessive shot weight
compared to quoted weight
Parts with Excessive Outside Processing (Molding) Costs as a Percent of Sales Price:
Target %: Lower than 75%
Part # O/P % Gross Margin %
8221 91.5% -5.8%
8278 86% 0.8%
For the above two parts, molding suppliers are paid too high compared to the prices paid by
the customer. The parts still have to get received, inspected and shipped by MOLDERS.
Parts with Excessive Component Costs as a Percent of Sales Price:
Part # Components % Gross Margin %
8316 72.6% -16.7%
8217 59.4% 1.1%
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31. Project Report
4.0 Recommended Next Steps
For Molders to improve its financial performance, the following steps are recommended:
• Use 2005 data in the costing model to analyze the costs and profitability of the
remaining key part numbers. Total parts analyzed should account for at least 85% of the
company’s revenue. This will identify another set of parts causing the company to lose
money.
• Prioritize, plan, initiate and track the improvement opportunities identified in this report to
ensure their effective implementation and ensure that the expected improvements in
financial performance are achieved. A formal process is recommended which includes
outlining specific tasks, assigning personnel, setting specific timing objectives and
performing follow-up activities.
• Negotiating with customer, where possible, price increases or surcharges for the parts
with the unacceptable profitability. Also, negotiations should include eliminating under-
performing jobs with no opportunity for profit margin improvements. The elimination can
include outsourcing if supplier pricing is favorable. Impact of any elimination or
outsourcing of high volume jobs must be analyzed using the costing model.
• Update the costing model for 2006, which will require updating staffing in each
department, major changes in expenses and updating production volume projections.
This model can then be used to analyze the financial performance and profitability for
2006.
• Use the 2005 costing model to perform financial projections and validation for any
restructuring, cost cutting and any other business changes in order to determine the
impact on the financial performance of the company.
Molders, Inc. 11-2005 Page 10 of 10
32. Project Report
Appendix A: Cost & Profit Analysis Graphs
Part Comparison Chart
Direct Labor % M/C % O/H %
120%
28.5%
100% 16.4%
27.7%
10.6%
9.9% 17.2%
1
17.2%
0.0% 9.7% 15.5%
6% Net Profit Line 0.0%
16.9% 1%
8.1
1%
9.1 1%
8.1 16.0%
4.1%
3.5% 6.0%
80% 9.1% 19.3%
5.4% 24.4% 9.7%
1
18.0%
2.7%
10.3%
13.2% 20.2% 14.5%
9.7%
7.9% 9.2% 5.6%
1%
6.1 9.7%
0.0% 14.0%
17.2%
7.1% 5.5%
9.5%
8.3% 23.8%
19.0% 8.7%
%
17.5% 0.0%
60% 7.8% 4.9% 16.3%
6.3% 1 .9%
1
1 .1
1% 1
2.1% 19.4%
7.8%
13.4%
1%
2.1
5.4% 17.0%
91.5% 14.4% 5.1% 86.0%
16.0%
8.3%
40% 75.6%
4.4%
68.8%
6.6% 67.7%
66.7% % 67.0% 66.5%
4.4% 5.1 61.8%
60.6%
57.2% 5.2% 55.1%
.8% 52.1% 50.2% 48.5% 52.4% 46.5%
51.7% 51
43.7% 41.0%
20% 38.3%
30.9% 30.7%
24.7%
0%
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Part #
Material % of Sales Price
60%
53.9%
49.2%
50%
43.7%
42.5%
42.1%
41.1% 40.1% 41.0%
37.7%
40% 35% - Proposed
34.1%
Material % Target
Material %
30.1%
30%
24.4%
22.7%
21.0%
20% 17.3%
16.0%15.5% 15.5%
13.5%
10% 7.3%
3.0%
0.0% 0.0% 0.0% 0.0%
0%
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Part #
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33. Project Report
Labor % of Sales Price
25% 23.8%
19.4%
20%
16.3% 16.3%
16.1% 16.0%
14.5%
15%
13.2%
Labor %
12% - Proposed
12.1% 11.9%
Labor % Target 11.1%
10% 8.7%
8.3% 7.9%
7.8%
6.6%
5.6%
5.2% 5.1%
4.4%
5%
2.1%
0.0% 0.0% 0.0% 0.0%
0%
H
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Part #
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