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This one page overview reflects now all the Best Pratices work together to provide Customer Delight which is most important factor for Call Centers. Any Questions contact Brian Hughes
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As your third party logistics provider (3PL), we drive lean principles and enable lasting cultural change while building a world class supply chain that is fast, flexible, stable, visible, and collaborative. We plan, implement, and successfully operate core supply chain processes with a lean twist. We put network ownership back in your hands where it belongs. Whether located on or off-site, our experienced staff is dedicated to the elimination of waste, process discipline, and quality at the source.
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http://www.marsdd.com/events/details.html?uuid=0cbcbdaa-5d76-442e-861e-7012eb62a403
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Governing your realm to ensure your customers are consistently delighted with...sharedserviceslink.com
There is a very real danger that once you have set up your shared services, you and your team can keep delivering what was originally agreed. People change. Business needs change. So getting that two-way dialogue between how your business units interact with your shared services team is crucial to meeting current business requirements. So what governance structures can ensure your customers’ experience and quality of service delivery doesn’t slip up?
This one page overview reflects now all the Best Pratices work together to provide Customer Delight which is most important factor for Call Centers. Any Questions contact Brian Hughes
The Lean Supply Chain operates as a system within which we must understand not only the individual components, but their internal interaction and impact to the whole. A Lean Supply Chain works relentlessly to eliminate non-value activities, or waste, through rigorous process discipline and first-time quality. The Lean Supply Chain flows to the demand of the customer, where all functional activities are triggered, with the goal steadfast on delivering the highest value at the least cost to stakeholders.
As your third party logistics provider (3PL), we drive lean principles and enable lasting cultural change while building a world class supply chain that is fast, flexible, stable, visible, and collaborative. We plan, implement, and successfully operate core supply chain processes with a lean twist. We put network ownership back in your hands where it belongs. Whether located on or off-site, our experienced staff is dedicated to the elimination of waste, process discipline, and quality at the source.
The author of this presentation has created the virtual model of a batch manufacturing factory, using an enterprise architecture tool. Processes, applications, infrastructures, data models, etal, are stored in a repository called encyclopedia. Due to the impossibility of publishing the encyclopedia I decided to publish at least the diagrams, that constitute only one facet of the whole. This presentation is the collection of such diagrams.
This lecture covers the human resources policies and practices needed in an entrepreneurial context, including everyone's favorite HR topics: hiring and firing! Find out why it’s so important to plan your human resources early on in the start-up process. Look at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
http://www.marsdd.com/events/details.html?uuid=0cbcbdaa-5d76-442e-861e-7012eb62a403
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As Turnaround executives, we are constantly challenging the status quo, we break the rules and are relentlessly spreading the innovation virus.
Our sole objective : DO GOOD and make a BETTER WORLD.
Leading by example is not easy but it can be done if you have to implement radical solutions, you have to execute in a chirurgical way taking care of everyone to do GOOD.
This presentation was given on June 26, 2015 through webex in a 24 hour Rebeljam.
Please free to contact me...
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No summer holidays this year for French bosses as they need to prepare themselves to win extra contracts and get their 2009 numbers right in the last months of the year.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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4. Don’t run to escape your troubles…
TURN AROUND AND SOLVE THEM !
5. This is not a handbook but
just a listing of things that
needs to be looked at !
6. Explaining each issue of a turnaround
would take more than 300 slides and
around 950 if going in detail - so I just
took some of the elements I experienced
in my previous interim roles and created
60
one of slides.
7. First step
Detect the thing that is killing the
company
Products and services
Sales
Customer base
Purchasing/Logistics
Finance
Staff (employee conflicts)
Support
10. DO NOT FORGET
In almost all cases… you need numbers.
As you are called in for a crisis situation, ALL
numbers have to be bad. If not, you have the
wrong numbers so fix it before you continue.
But in some, your need to measure
perception and feelings.
How do clients estimate you ? Why do they trade
with you ?
Are your employees happy ? What bothers them ?
12. Product
Research & Product
Portfolio Operating
Delivery Life
Sales
Stock Opportunity Development
range quality
quality Cycle
detecting Excellence
Cash Mgmt
PURCHASING & PRODUCTS
Revenue & Fault and
LOGISTICS & SERVICES
Margin Service
handling
Request
Discounts
handling
SUPPORT
Additional
FINANCIALS Open
sales
issues
IMPROVEMENT
IMPROVEMENT
Sales Mix
ROADMAP Employee
ROADMAP
Outstanding satisfaction
debts
MANAGEMENT
Competences
STAFF
Shareholders
Team spirit
CUSTOMERS SALES
Executive
Retention
Mix
Use of
Image & Customer Delivery Order Routes to Market
Forecast existing
Perception satisfaction accuracy intake market penetration
solutions
13. The problem… you
need to TACKLE
every item…
Starting with the most
urgent and/or critical one
14. Product
Research & Product
Portfolio Operating
Delivery Life
Sales
Stock Opportunity Development
range quality
quality Cycle
detecting Excellence
Cash Mgmt
PURCHASING & PRODUCTS
Revenue & Fault and
LOGISTICS & SERVICES
Margin Service
handling
Request
Discounts
handling
SUPPORT
Additional
FINANCIALS Open
sales
issues
IMPROVEMENT
IMPROVEMENT
Sales Mix
ROADMAP Employee
ROADMAP
Outstanding satisfaction
debts
MANAGEMENT
Competences
STAFF
Shareholders
Team spirit
CUSTOMERS SALES
Executive
Retention
Mix
Use of
Image & Customer Delivery Order Routes to Market
Forecast existing
Perception satisfaction accuracy intake market penetration
solutions
15. Do you know
Which one causes
you the problems ?
There is one visible cause… and one
hidden. And they are never the same !
16. THE AUDIT
THE EASY THING TO SAY…
YOU HAVE TO CHECK EVERYTHING
THE MORE COMPLEX THING…
YOU ARE IN AN EMERGENCY SITUATION SO
YOU DO NOT HAVE THE TIME TO EXECUTE
A FULL AUDIT…
WHILE SEVERAL PEOPLE WILL SUPPLY
YOU WITH WRONG DATA…
17. An extreme CASE
It arrived to me in the year 2000…in less
than 2 hours time… I was already
executing the emergency rescue of the
company
Read: http://vanrompay.online.fr/pages/firstdaypag.html
18. THEN YOU HAVE TO ACT
Make the right mix between
STRATEGY
This is what learn in business schools…
TACTICS
Read Sun-Tsu
“The Art of War”
21. STAFF
Measure and estimate
Employee satisfaction
Competence
Team spirit
Retention
Find the hidden people that
influence the teams in
your company
22. STAFF issues
Try an employee satisfaction survey that is
close to the staff (watch out as this action
can be perceived negatively)
With the results, create an action plan
Act and be extremely clear in what you say (and
write).
Motivate or de-motivate them (depending on the
situation).
23. ONE OF MY FIELD EXPERIENCES
Previous employee surveys and action
plans did not deliver results…
My solution : field intervention
I spend one full day with each team as an
“apprentice”…
One full day in the factory (cutting metal plates)
One full day in the warehouse (driving forklifts)
One full day in assembly (screw-driving)
One full day load/unloading trucks
One full day at accounting and order supply
24. MY BUSINESS TESTIMONY
RESULT: A FULL ENGAGEMENT
I knew how the company worked and the
things that needed improvement
The employees had confidence in the
changes we needed to implement
26. Finance CASH EMERGENCY
Get a quick « P&L » view of the
situation
But start with CASH MANAGMENT
How much cash do I have ?
How much debt do I have ?
How much cash can I collect ?
How much invoices can I delay ?
27. CASH MEANS… LACK OF TIME
The major enemy of finance is TIME
So ask yourself how your CASH is/will be
In a timeframe of one week
In a timeframe of one month
In a timeframe of 3 months
28. CASH INTERVENTION TEAM
Create a dedicated team to get CASH
From your clients
Executive level : contract negotiations
Sales director : negotiating the right contract-delays
Accounting : respecting payment dates
Everyone has to ACT – from the CEO, CFO
… to the PEOPLE IN ACCOUNTING…
29. MY FIELD TESTIMONY
Software distributor having severe
cash-troubles (accounts closed)
New organization with the COO
directing personally a cash-crisis team
that managed in 6 weeks time :
To collect 90% of non-payments (= 12% of
annual revenues)
Renegotiate the payment delays with our 2
main clients (from 60 days to 15 days)
Worked with sales to propose new sales
propositions
30. CONCLUSION
Things had to be solved INSTANTLY so
No time for an audit
No time to put in additional reporting systems
A team focused on “CASH”
The action was oriented towards
Getting cash where the cash was
Lots of phone-calling
… and at the same time
industrializing the whole
“cash-collecting” process
31. POSITIVE
The company now had a good cash-collecting
system
Positive element : It re-inforced the relationship
with the clients
The implementing of new tools and
procedures were seen as a need so
it became an ongoing process.. Not
a special project.
32. What to do ELSE ?
List the things where you can
cut costs without losing value
Different internal organization
Human resources : why not offshore all
regular treatments (salary slips…)
Accounting : invoicing/payments…
Normal objective : cut
operational charges by .. % and
gain .. % more efficiency
34. SUPPORT PROBLEMS
Normally, the support service is
a FRONT LINE SERVICE that
relies completely on the BACK
OFFICE SERVICES
Unless understaffed or a lack of
knowledge management tools,
you have to detect the problem
elsewhere…
I am sure you know pretty client-services
that don’t give you satisfaction ?
35. SUPPORT PROBLEMS
Problems with product quality ?
Problems with service delivery ?
Logistic problems ?
Invoicing issues ?
Problems with staff conflicts ?
Channel (Website) issues…
37. CUSTOMER PROBLEMS
Find out through a survey
Why do they buy with you ? Is it for your products,
your services or your pricing ?
What do they blame you ?
On product side
On services side
On your “vision for the future” side
How many types of customers
do you have – and how
do you serve each of them ?
38. FIELD EXPERIENCE
One company with 2 product lines
One for large accounts
One for small companies
A lot of redundancy and inefficiency…
My solution : with 2 different service
needs, we delivered after 8 months
one software package with 2 very
different interfaces.
40. PRODUCT – SERVICE PORTFOLIO
Analyze your catalogue of products/services
What kind of clients (profiling)
Average ticket / annual sales per client
Product/service mix per market profile
Margins per market package
Analyze your product lines
Are they innovative, aging…
Are they nice, robust…
…
41. PRODUCT – SERVICE PORTFOLIO
Get a table of results
Where do you make money ?
With what do you make brand recognition ?
With what do you get new clients ?
How do you make your up sale work ?
How is your R&D doing ?
Need investing or do we offshore ?
42. 1
FIELD EXPERIENCE
Online company with 20.000
references but only 15 critical for
business
By optimizing those 15, we increased
our sales and our revenues
I refused to follow our shareholders
will to cut prices on those 15 critical
items as these would impact heavily
our revenues (even when we would
win some interesting market share)
43. 2
FIELD EXPERIENCE
After acquisition, merging of 3 factories into
one single plant…and one single
“production-line”
On engineering side… 2 weeks work
On optimization / flexibility : difficult issues
as the 3 factories had different product
lines so the future single production-line
had to have a huge level of flexibility to
swap between the different product-
processing lines… 2 months to define this
“flexible” factory layout.
47. MANAGEMENT PROBLEMS
Does the company has the management it
needs?
“The bottleneck is ALWAYS at
the top of the bottle”
48. FIELD EXPERIENCE
Interim President role with a board :
A finance director always delivering
estimated numbers
A sales director unable to deliver a reporting
An IT director refusing to test his upgrades
before large-scale deployments
Only solution as they refused to
change their way of working… their
replacement (and I covered 3 different field-
interims in the same company).
49. But there can be extra “crisis” items …
7- SHAREHOLDER
CONFLICTS
50. Shareholder problems
The difficulties can be :
Difference of vision of where should the
company should go
Under-investment since years
Integration of a new shareholder…
Acquisition, so new culture…
51. My recommendation
It is impossible to satisfy all shareholders so
listen to them and create your own strategy
and growth plan for the benefits of the
company
If the company grows fast… the shareholders
will let you continue your job as their first
objective is … getting benefits
To create impressive growth… you need
to follow again all the
items included in my
improvement scheme.
52. FIELD EXPERIENCE
Major conflict between shareholders
blocking the development of the
company
My action :
Defined and executed my own growth plan
Annual growth = 70% with benefits + 20%
The shareholders saw how things
could move ahead … so stopped
discussing.
54. Market collapse
Difficult issue to imagine… but you
must have an answer to that.
What am I good at and what can I do best ?
What do I do when one of my competitors will
give my products/services for free…
Examples :
Peugeot moved from the “milling” to the “car
manufacturing”
Apple got multi-product with iTunes
55. FIELD EXPERIENCE
We delivered online-services
We prepared ourselves for a “strong
competition” cutting prices heavily
It arrived in 2005… (one of the free
products of Google)
The company did maintained its
revenue meaning people were ready
to pay for a service while Google was
giving it for free.
56. SO THIS IS The
end
as I want to keep it down
to less than 60 slides
57. Previous publications
The 39 lashes of a French turnaround executive
(already 17.000 downloads)
http://39confessions.ifrance.com
Making turnarounds work
http://www.slideshare.net/vanrompay/making-turnarounds-work-
presentation
Publications in French
Comment un président peut retourner une mauvaise situation
http://www.slideshare.net/vanrompay/ceo-turnaround-presentation
58. PLEASE HIRE ME
AS I WILL BE
AVAILABLE ON
JUNE 1, 2009
vanrompay@online.fr
http://vanrompay.online.fr