This document discusses strategies for boosting business. It recommends establishing clear direction and ownership over change initiatives. Successful implementation requires creating a workable change plan and empowering action while maintaining progress. Real benefits come from increasing productivity, controlling costs, and improving profitability through proactive management strategies. Key drivers for competitive advantage include total business solutions, investing in people, managing technology, and initiatives that are successfully implemented.

1. Company
LOGO
BOOST YOUR BUSINESSBOOST YOUR BUSINESS
Colin Thompson
Cavendish

4. BOOST YOUR BUSINESSBOOST YOUR BUSINESS
1. We will be discussing `business`
2. Successful Implementation
3. Real Benefits
4. Success

5. 5
Current PressuresCurrent Pressures
• Reducing costs
• Maximising ROI
• Rapid response to market changes
• Simplifying Business Processes
• Integrating people, processes and
technologies
• Business sustainability

6. NOTHING IN LIFE IS TO BE FEARED.
IT IS ONLY TO BE UNDERSTOOD.
MADAME CURIE

9. STARTING POINT 3 QUESTIONSSTARTING POINT 3 QUESTIONS
• WHERE ARE WE NOW?
• WHERE DO WE WANT TO BE?
• HOW ARE WE GOING TO GET THERE?

11. A change management roadmap
Clear
ownership
and leadership
Establish clear
direction - the
case for
change
Create workable
change plan
Empower action
- maintain and
measure
progress
Anchor new
approach
Where are we now?
Where do we want
to be?
Gap analysis
Stakeholder analysis
Why is “status quo”
not OK?
Options / climate
for change?
Dialog with
Employees
Outline change plan
Clarity of
Ownership:
Sponsor?
Decisions?
Project team?
Governance?
Communicate
guiding vision
and principles
Capacity (time /
priority) of key
people?
Change champions?
Finalise plan:
Scope
Deliverable
Timeline
Roles
Risk analysis
Imp’n plan
Review process
Impact analysis
Development needs
“New way” of
Working
Communicate!
Clear imp’n plan
and timeline
Milestones
Remediation plans
Establish new
reporting lines
New team
Development
Personal dev’t plans
Role modelling
leadership
behaviours
Make “new way”
the norm – avoid
delays
Continual
reinforcement
of “new vision”
Role model
Supportive
behaviours
Realistic yet
challenging goals
Team – “we / us”
Celebrate success!
Effective communication is critical!
Consistent message / Check for Understanding / Open and honest feedback

13. 13
BOOST YOUR BUSINESSBOOST YOUR BUSINESS
STRATEGY
Setting a direction and objectives
for the business, based on an
understanding of the customers
it is targetting, and the
resources which will be needed
to accomplish them
TERMINOLOGY
STRATEGY
Setting a direction and objectives
for the business, based on an
understanding of the customers
it is targetting, and the
resources which will be needed
to accomplish them
OPERATIONS
The marketing, personnel and
other activities that need
to be planned and
implemented to put the
strategy into practice
TACTICS
The day to day decisions
involved in running the
business, such as
production planning
STRATEGY
Strategy provides you with a compass to steer your operational and tactical decisions in terms of a printing business
WHERE DO WE WANT TO BE ?
WHERE ARE WE NOW ?
WHAT HAVE WE TO DO TO GET THERE ?
WHAT IS THE PROCESS OF MAKING IT HAPPEN ?
WHY IS THE FUTURE BETTER THAN NOW ?
Business Excellence - Leadership / Policy and Strategy / Partnerships and Resources
The Change
Process


14. 14
`THREE STEPS TO INCREASING
NET PROFIT!
`THREE STEPS TO INCREASING
NET PROFIT!
DECREASE EXPENSES
INCREASE PRICES
INCREASE GROSS PROFIT

15. BOOST YOUR BUSINESSBOOST YOUR BUSINESS
Increase
Productivity
Control
Costs Plan
Effectively
Organise
Efficiently
Improve
Profitability
= Success in
Business
= Success in
Business
Management Techniques

16. 16
The Print ArrowThe Print Arrow
Staff and Skills
Management
Information Systems
C
U
S
T
O
M
E
R
S
T
E
C
H
N
O
L
O
G
Y
Each contributes 20 % to the success of the business
Strategy

17. 17
`INITIATIVES TO BE SUCCESSFUL``INITIATIVES TO BE SUCCESSFUL`
• TOTAL BUSINESS SOLUTIONS
• INVEST IN YOUR PEOPLE
• MANAGE YOUR TECHNOLOGY
• KEY DRIVERS FOR COMPETITIVE ADVANTAGE

18. 18
BOOST YOUR BUSINESSBOOST YOUR BUSINESSBOOST YOUR BUSINESSBOOST YOUR BUSINESS
Direct / Indirect Costs
Production throughput
Selling Price £
Reduction
of 1%
Increase
of 1%
Increase
of 1%
Net Profit
of (say) 10%
Net Profit
12.4%
Gain equals
(12.4 / 10 x 100) =
24%
EXAMPLE OF EVOLUTIONARYGROWTHOF NET PROFIT INA THEORETICAL BUSINESS MODEL
Assumption Management Strategy Objective Result Benefit
Fixed and variable costs
REMEMBER - IT IS
PRO-ACTIVE MANAGEMENT
ACTION THAT MAKES
THINGS HAPPEN
Business Excellence - Keyperformance results
EFFECTIVE FINANCIAL CONTROL REQUIRES ABUDGET FORECAST
Budget Preparation




19. Reducing Costs and Driving ValueReducing Costs and Driving Value
Control
Improve
Analyse
Measure
Define
Deliver
ROI

20. 20
BELOW STANDARD
UTILISATION ?
BELOW STANDARD
QUALITY ?
BELOW STANDARD
EFFICIENCY ?
EXCESS WASTAGE
( ABOVE STANDARD ) ?
C A U S I N G ?
C A U S I N G ?
C
A
U
S
I
N
G
?
C
A
U
S
I
N
G
?
A FRAMEWORK FOR INCREASING PRODUCTION EFFICIENCY AND OUTPUT
BELOW
STANDARD
PERFORMANCE
FACTUAL DETAILED INFORMATION FOR MANAGEMENT ACTION IS PROVIDED IN SELECTED MIS REPORTS
Durham University Business School
FREQUENT CHANGES IN PRODUCT M IX
IMBALANCE OF PROCESS CAPABILITY
POOR FACTORY/PRODUCTION LAYOUT
INADEQUATE FINAL STOCK TAKEOFF
INADEQUATE SUPERVISION
INADEQUATE/INAPPROPRIATE
REWARD SYSTEMS
EXCESS ABSENTEEISM
LOW MORALE
POOR LABOUR FLEXIBILITY
HIGH MACHINE BREAKDOWN RATE OUT OF DATE TECHNOLOGY
POOR QUALITY MATERIALS
INADEQUATE LABOUR SKILLS/TRAINING
POOR HEALTH & SAFETY
FLUCTUATIONS IN ORDERS
POOR STOCK CONTROL
MATERIALS SUPPLY PROBLEMS
POOR MATERIALS HANDLING
Utilisation/E
fficiency
INADEQUATE PRODUCTION
PLANNING
INAPPROPRIATE USE / INADEQUATE
MANAGEMENT INFORMATIONS YSTEM


21. 21
Production
improvements:
Network speed
Pre-flight checking
File conversions
Automatic processing
Auto page make-up
Colour calibration
On-line processing
Pages/day
Plates/day
Products/day
Machine Speeds
Finishing improvements
Pick, Pack, Despatch
Transport costs
Job Tracking
Price Improvements:
Better Estimating
Comparison with Actual
costs
Analysing added value by
process
Changing from
one-off jobs -
to Annual contracts
Better stock management
Better CRM
Price Matrix for standard
jobs
with customer calculator
On-line estimating for sales
staff
MIS Functionality:
Customer Records, Estimating, Job Records
Works Order Processing, Job Bag Generation
Production Control, Scheduling
Data Capture: Timesheets, Machine Monitoring and RDC
Job Costing
Waste Control
Raw Materials Stock Control
Purchasing
Finished Goods Stock Control
Picking Notes, Delivery Notes and Labels
Invoicing
Accounting System or links
Essential Management Reports
Budgeting
Cost rate
calculator
Financial
definitions
Costs SalesThroughput Selling Price
Benchmarking
Reducing BusinessCosts
Fixed and Variable
Direct and Indirect
Controlling costsof :
Materialsand Outwork
Waste reduction
Buying policy - Quantity /
Prompt payment discounts
Focuson :
Wages- Hours paid for
Hoursrecovered
(from customers)
Hoursestimated
to be recovered
Hoursnon-chargeable
(and avoidable)
Record output speeds
Time and number produced
Enterprise
Management




22. 3/31/2010 22
MIS MONTHLY MANAGEMENT REPORTS - the recommended essential statistics
Report subject Analysis by Report subject Analysis of
1. Estimates
2. Order intake
3. Estimate
conversion rate
4. Production
performance measures
5. Sales invoices
6. Sales invoice
performance
sales representative
product group codes
customer / trade sector
sales representative
product group
customer / trade sector
average order value
(plus trends in all of the above)
sales representative performance
expressed
as a percentage of section 2
plus value
utilisation by departmental cost centre
utilisation by department
above as a comparison 13 week running total
downtime codes
downtime by cost centre
downtime by department
Full range of marketing reports by
sales representative
customer
sector sales
1. Single line analysis of total equalling total
reported in monthly reports, section 5
Expanding cost of sales for
materials, outwork, delivery
2. Variance analysis between estimate and
actual performance, allowing for a
highlight report to call up individual job
cost history for detailed analysis
Without measurement everyone is right, words are cheap and the focus is inwards
With measurement, everyone focuses on the outcomes, everyone focuses on the
customer, and more importantly the company's own accounts and their development

23. Process
Management
World Class
Business
Improvement
Rapid
Improvement
Strategy &
Change
Management
Total
Productive
Management
Benchmarking
New Product
Development
Team &
Personal
Development
Lean
Processing

25. Cost Recovery and Improved ProductivityCost Recovery and Improved Productivity
Key Issues KPI`s Reports Solutions
* Running
Costs
* Management
Information
* Cash Flow
* Measure
All Activity
* Introduce
Business
Models
* MIS
To cover
all the
business
Take
on
Board
Change

26. BOOST YOUR BUSINESSBOOST YOUR BUSINESS
Successful Business
People ProductivityPerformance Profit

27. COMING TOGETHER IS A BEGINNING;
KEEPING TOGETHER IS PROCESS;
WORKING TOGETHER IS SUCCESS
HENRY FORD

28. 28
WE ALL NEED A HELPING HAND TO
BE SUCCESSFUL!
WE ALL NEED A HELPING HAND TO
BE SUCCESSFUL!
• SUCCESS IS A JOURNEY,NOT A DESTINATION

30. Who
has
the
first question?

31. `TO THE SUCCESSFUL FUTURE``TO THE SUCCESSFUL FUTURE`
• THANK YOU FOR THE OPPORTUNITY TODAY
• COLIN THOMPSON
• colin@cavendish-mr.org.uk
• www.cavendish-mr.org.uk

32. COPYRIGHT
COLIN THOMPSON
COPYRIGHT
COLIN THOMPSON
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