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.
How Healthy is Your Company’s Product Portfolio?
Similar to your annual doctor’s check-up, your product portfolio needs a check-up too. Symptoms such as frustrated customers, product shortages, high inventory levels, or many unprofitable products, could be signs of an “unhealthy product portfolio”. Why should you care?—here is one of our client examples—“A technology client grew 2.4x by cutting products under development from 3,500 to 500, resulting in faster innovation, 63% increase in customer satisfaction, and 13% point increase in operating incomes”. The benefits resulting from discovering how healthy your product portfolio is, can often lead to transformative changes in your organization. Have we awoken your interest? please read on…
Training session on identifying, eliminating and optimizing for complexity in supply chain. Presented by Chris Seifert, Scott Stallbaum, Francisco Soto and Ben Cormier during an APICS Houston meeting.
Complexity in all aspects of business (products, processes, organizations) has made planning and forecasting more difficult and a fundamental lack of understanding of complexity often drives behaviors intended to reduce costs, but actually increase them while decreasing service level.
In this presentation delivered at the 2014 APICS International Conference, we explore the sources of complexity facing businesses today and how complexity manifests itself in poorer performance and higher costs. In doing so we will explore Wilson Perumal & Company’s Square Root Costing methodology for more accurately allocating complexity costs across an organization through a real-life client example.
Increasing complexity is the biggest challenge for the supply chain. Learn more about how complexity impacts the supply chain and how to eliminate or reduce this complexity.
Bigger is always better, right? Not always, especially in the world of business. The biggest challenge facing companies today is not how to continue growing, but how to grow profitably. We take a look at a few key things that separate those that simply grow and those that grow profitably.
The world has changed. Throughout most of the 20th century a company’s cost structure and competitive advantage was driven by scale—larger operations typically had lower costs and could dominate their industries by offering consumers better products at lower prices. However, that is no longer the case. Complexity, driven by SKU growth, increased number of channels, lengthened supply chains and globalization, is now the most significant driver of most companies’ ability to compete. Risk and cost both rise exponentially with complexity, but most companies are ill-equipped to recognize, manage and remove the complexity that is inhibiting their success.
The first step in managing complexity is understanding it—where it comes from, how it manifests itself and knowing the difference between good and bad complexity. Doing so requires taking a different view of accounting for complexity; applying Square Root Costing to complexity-driven, NVA costs paints a truer picture of complexity’s impact. This understanding supports important decisions around product offerings, pricing, production scheduling, inventory levels, vendor selection, component rationalization and process standardization.
The adoption of a single management system to define key controls processes addresses a company’s organizational and process complexity by driving standardization and consistency and removing NVA complexity to drive performance. And the success of a management system is dependent on a well-defined and purposefully-managed culture that supports it.
Developing a true understanding of the sources and impacts of complexity and then addressing complexity in a systematic, thoughtful way will eliminate risk, decrease costs, improve service levels and prepare companies to compete in the 21st century.
In this presentation we will:
Explore the sources of supply chain complexity
Discuss how supply chain complexity manifests itself in high costs and poor performance
Explain the Square Root Costing approach for properly allocating the costs of complexity
Review strategies for eliminating NVA complexity and managing value-added complexity
How Healthy is Your Company’s Product Portfolio?
Similar to your annual doctor’s check-up, your product portfolio needs a check-up too. Symptoms such as frustrated customers, product shortages, high inventory levels, or many unprofitable products, could be signs of an “unhealthy product portfolio”. Why should you care?—here is one of our client examples—“A technology client grew 2.4x by cutting products under development from 3,500 to 500, resulting in faster innovation, 63% increase in customer satisfaction, and 13% point increase in operating incomes”. The benefits resulting from discovering how healthy your product portfolio is, can often lead to transformative changes in your organization. Have we awoken your interest? please read on…
Training session on identifying, eliminating and optimizing for complexity in supply chain. Presented by Chris Seifert, Scott Stallbaum, Francisco Soto and Ben Cormier during an APICS Houston meeting.
Complexity in all aspects of business (products, processes, organizations) has made planning and forecasting more difficult and a fundamental lack of understanding of complexity often drives behaviors intended to reduce costs, but actually increase them while decreasing service level.
In this presentation delivered at the 2014 APICS International Conference, we explore the sources of complexity facing businesses today and how complexity manifests itself in poorer performance and higher costs. In doing so we will explore Wilson Perumal & Company’s Square Root Costing methodology for more accurately allocating complexity costs across an organization through a real-life client example.
Increasing complexity is the biggest challenge for the supply chain. Learn more about how complexity impacts the supply chain and how to eliminate or reduce this complexity.
Bigger is always better, right? Not always, especially in the world of business. The biggest challenge facing companies today is not how to continue growing, but how to grow profitably. We take a look at a few key things that separate those that simply grow and those that grow profitably.
The world has changed. Throughout most of the 20th century a company’s cost structure and competitive advantage was driven by scale—larger operations typically had lower costs and could dominate their industries by offering consumers better products at lower prices. However, that is no longer the case. Complexity, driven by SKU growth, increased number of channels, lengthened supply chains and globalization, is now the most significant driver of most companies’ ability to compete. Risk and cost both rise exponentially with complexity, but most companies are ill-equipped to recognize, manage and remove the complexity that is inhibiting their success.
The first step in managing complexity is understanding it—where it comes from, how it manifests itself and knowing the difference between good and bad complexity. Doing so requires taking a different view of accounting for complexity; applying Square Root Costing to complexity-driven, NVA costs paints a truer picture of complexity’s impact. This understanding supports important decisions around product offerings, pricing, production scheduling, inventory levels, vendor selection, component rationalization and process standardization.
The adoption of a single management system to define key controls processes addresses a company’s organizational and process complexity by driving standardization and consistency and removing NVA complexity to drive performance. And the success of a management system is dependent on a well-defined and purposefully-managed culture that supports it.
Developing a true understanding of the sources and impacts of complexity and then addressing complexity in a systematic, thoughtful way will eliminate risk, decrease costs, improve service levels and prepare companies to compete in the 21st century.
In this presentation we will:
Explore the sources of supply chain complexity
Discuss how supply chain complexity manifests itself in high costs and poor performance
Explain the Square Root Costing approach for properly allocating the costs of complexity
Review strategies for eliminating NVA complexity and managing value-added complexity
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
A) What is strategy and what is operations strategy?
B) The ‘top-down’ and ‘bottom-up’ perspectives
C) The market requirements and operations resources perspectives
D) The process of operations strategy
Andrei Perumal, managing partner at Wilson Perumal and Company, presents "Simplify to Grow", how to build scale, speed and profitability in a complex world. This presentation was originally delivered during the 2014 CSO Conference in San Francisco, California.
A) Operations performance is vital for any organization
B) The quality objective
C) The speed objective
D) The dependability objective
E) The flexibility objective
F) The cost objective
G) Trade-offs between performance objectives
This presentation was delivered by Andrei Perumal, co-author of Waging War on Complexity Costs and Managing Partner of Wilson Perumal & Company, at the Chief Strategy Officer Conference in London on April 25, 2013.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
A) What is strategy and what is operations strategy?
B) The ‘top-down’ and ‘bottom-up’ perspectives
C) The market requirements and operations resources perspectives
D) The process of operations strategy
Andrei Perumal, managing partner at Wilson Perumal and Company, presents "Simplify to Grow", how to build scale, speed and profitability in a complex world. This presentation was originally delivered during the 2014 CSO Conference in San Francisco, California.
A) Operations performance is vital for any organization
B) The quality objective
C) The speed objective
D) The dependability objective
E) The flexibility objective
F) The cost objective
G) Trade-offs between performance objectives
This presentation was delivered by Andrei Perumal, co-author of Waging War on Complexity Costs and Managing Partner of Wilson Perumal & Company, at the Chief Strategy Officer Conference in London on April 25, 2013.
Contains research on the battle between economies of scale and spiraling growth in complexity costs, as well as an overview of Wilson Perumal & Co. and its proprietary approach to complexity management.
150408 wpc business simplification overview v fDavid Toth
A perspective and guide to business simplification in the 21st century. Companies may need to consider first simplifying in order to grow and/or achieve their desired level of earnings.
Stepping into a role which requires business finance knowledge? Here is a short guide offering advice, tools, and expertise that you will need to equip yourself with to be successful. Check out our Diploma in Business Finance for more.
Operational Excellence: Getting the most out of your Lean and Six Sigma programsWilson Perumal and Company
Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.
Customer Churn Management For Profit Maximization PowerPoint Presentation SlidesSlideTeam
The PowerPoint template allows firm in preventing its customers from reducing their purchase of products and services. It will help firm by providing various ways through which firm can manage their customer churn. It will cover details about churn propensity model. The template covers details about key statistics associated to customer churn. It covers details about present situation of customer attrition and customer churn rate on monthly basis. Customer churn is considered as critical issue which affect firms overall firm performance, due to which firm will incur heavy losses in terms of abandon purchases and lower revenues. It is to be noted that retaining customer is more profitable than acquiring new customers. The template will cover information regarding various types of customer churn such as when customer stops spending, churn due to product quality or complete customer account loss. The template will provide details about how firm will handle customer attrition by focusing on four stages of churn management by acquiring churned customers, delighting customers, preventing customer attrition, and saving customers through various campaigns. The template covers details about churn propensity model which will help preventing customer churn through predictive analytics by utilizing different statistical techniques such as machine learning. https://bit.ly/36qQZKg
160118 pex wpc operating model imperative for oeDavid Toth
If you can't "out-structure" poor execution, can you "out-execute" bad structure? By structure, we mean operating model; the foundation for achieving strategic objectives and the framework in which you execute.
PEX Week 2016 - Operating Model Imperative for Operational ExcellenceScott Stallbaum
Making a step-change improvement in operations and achieving operational excellence requires looking at how your company does its work (what is done, who does it, where is it done), or the operating model.
From Incubation to Reality: Business Model Innovation Within the Enterprise (...Zuora, Inc.
Borderfree - Mary Ransom, SVP, Consumer Products & Insights,
Intacct - Mark Gervase, Sr. Marketing Manager
Learn how Borderfree built and launched its first B2C business model in just 7 months. By leveraging the power of existing assets like salesforce.com and Intacct, and making strategic decisions about which new technologies to build versus buy, Borderfree added a new subscription service to its portfolio while staying within pre-established organizational boundaries.
With the emergence of new operating models, the office of procurement has changed from a cost-management function to a key player in mitigating risk, unlocking insight, and enabling agility. This slide deck explores the Workday vision for elevating procurement to the level of a strategic partner in driving business transformation.
Customer Lifetime Value to Prioritize Customer Experience ManagementClearAction
Calculating customer lifetime value is 1 of 6 customer experience management success factors. It motivates executives and prioritizes employee engagement in differentiating customer experience.
See https://ClearAction.com
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
High-Reliability Organizations: Managing Risk In Complex Operating EnvironmentsWilson Perumal and Company
The environment companies operate in has become increasingly complex. With increased complexity, comes increased risk for high consequence/low probability events. At the same time, society’s expectations for performance have never been higher. In other words, achieving excellence in safety is both more important and more difficult than ever. Yet a select few High-Reliability Organizations (HROs), such as the U.S. Nuclear Navy, have defied this trend. This presentation will examine how these HROs leverage management systems and culture to thwart the impacts of complexity and achieve safety and operational excellence, while simultaneously creating the opportunity to significantly reduce operating costs.
Achieving Operational Excellence is now more crucial than ever. As competition intensifies and expectations for high
performance rise, companies have increased their focus on achieving higher levels of operational performance. This is why about 80-90% of Fortune 500 companies have
implemented some form of a Lean, Six Sigma, or Operational Excellence program.
Unfortunately, only about 30% achieve their expected results. This is more disappointing when you consider that many have been left with greater levels of bureaucracy and
cost than they started with. In this Vantage Point, we will explore the characteristics of companies that defy this trend by successfully deploying management systems to achieve Operational Excellence while simultaneously removing large chunks of cost and overhead.
This presentation was delivered by Chris Seifert of Wilson Perumal & Company at the Canadian National Energy Board's 2015 Pipeline Safety Forum. It discusses the impact of increasing complexity on safety and environmental risk, and lessons that can be learned from high reliability organizations to mitigate that risk.
Mergers and acquisitions (M&A) are a critical enabler of strategy for many companies seeking to grow market share, acquire new technologies, or capture the advantages of scale. Unfortunately, M&A are a risky proposition, with more than half failing to create the value promised. Evidence suggests that the cost of complexity added by M&A frequently out paces any value created. This presentation delivered by Chris Seifert at the Chief Strategy Officer Conference, examines how a select few companies have been able to defy conventional wisdom, turning M&A into a strategic weapon, by systematically eliminating non-value added complexity in their day-to-day operations. - See more at: http://theinnovationenterprise.com/summits/chief-strategy-officer-summit-new-york-2014/schedule#sthash.0cmEWQTm.dpuf
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Water supplies in the Permian Basin are tightening. 240 counties in Texas are now designated as primary natural disaster areas due to drought. Water recycling technologies are numerous with rapid innovation.We’ve catalogued over 50 different processes used to purify wastewater. There is no one-size-fits-all solution. Freshwater availability, waste disposal costs, and fracturing fluid specifications are just a sample of factors that influence decisions. In this presentation, delivered at the DUG Permian Basin Conference on May 21, 2014, Wilson Perumal & Company Consultant John Hughes presents key elements to consider when developing a comprehensive water management strategy.
The world is substantially more complex than it was when Lean Six Sigma was first developed. Stephen Wilson and Chris Seifert discuss how to adjust your approach to utilizing Lean Six Sigma to maintain its relevance and increase the success rate of your continuous improvement initiatives.
With our unique perspective and in-depth M&A expertise, we can help you: (1) increase the value of your existing portfolio companies and (2) provide world-class due-diligence support with flexible and comprehensive engagements. See how Wilson Perumal & Co can help your Private Equity firm increase your returns while minimizing your investment.
Financial Services institutions have grown much more complex—including product, process, system, channel, organizational, & regulatory complexity. This is driving significant costs into the organization—especially IT/IS costs—while also impeding the organization’s agility and increasing operational risk. Traditional approaches are not well suited to address this issue. Their tendency to add resources & processes to manage the issue simply adds to the complexity. In addition, bottom-up, boil-the-ocean approaches are overly cumbersome and typically don’t address the broader interactions, where the larger opportunities usually lie. Finally, technology-driven solutions rarely achieve desired results, as they focus on the tool and not the issue. We offer an alternative—a systematic but streamlined, top-down, and multi-dimensional approach to unlock transformational opportunities others would miss
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Today’s supply chains are more vulnerable
to risk than ever before, yet in many
organizations the sources of critical risk remain
unknown, ignored or viewed as permanent
fixtures.In this article, we discuss our systematic
approach to improving supply chain reliability.
The objective: develop the capability to
prevent failures through proactive actions and
to quickly and smartly respond to any failures
that do occur.
Profit Scaling Curves show the
relationship between sales of a given
group of products and profitability based
on their complexity profiles. They predict
how increasing/decreasing revenue will
impact operating margin, in other words,
they reveal the opportunity for scale in a
given segment.
Traditional approaches to achieving Operational Excellence have largely failed to meet expectations. Contrary to popular opinion, the root cause of this is not a lack of leadership commitment, but rather their failure to deal with growing complexity and the Vicious Complexity Cycle. Wilson Perumal & Company has developed an alternative approach and offers a Leadership Workshop to companies that want to tackle complexity and achieve Operational Excellence.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary