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Diagnostics

Does your business have any of the following symptoms? Do you:

• know there is room for improvement but are not sure where the opportunities lie, how much they are worth or where to begin making change?
• have a new site and are you not sure what it is capable of?
• want to assess the improvement potential of a new business?
• have a management team who have run out of ideas for how to improve?
• have a management team who think their operations are about as good as is possible?

Then having PIP facilitate a diagnostic with your managers may be a solution.

These objectives can naturally be tailored to your needs. Typically, at the end of the Diagnostic, you and your team will have:

• A better understanding of your business and the drivers of its value and how to look at them
• Analysis identifying the improvement levers and the amount and value of improvements on each lever
• Consensus amongst your team of what can be done to improve on these levers
• A review of the ‘wiring’ of your business* , what you currently do which holds you back and the types of initiatives that could significantly alter the wiring and the results your business is delivering
• A prioritised plan of what levers to tackle, in what order, what targets can be achieved
• An agreed approach for delivering the plan (methodology, resources, timing, structure)
• Ownership of that plan and its targets

What happens during a diagnostic?

The scope of each Diagnostic is tailored to your specific needs before we start. Often this shifts throughout the engagement as the combined team adjusts the focus to match emerging findings. However, in a typical Diagnostic we would do many of the following activities involving people from many levels of the organisation in the process:

1. Develop value driver trees for key areas of the business, identify the improvement potential on each lever and the value of these
2. Identify approaches to deliver the improvements
3. Review key elements of the organisation’s wiring (meetings, shift handovers, cost reviews, Sales and Operations planning meetings, day-in-the-life of supervisors…)
4. Interview your people on the wiring of the business as well as stress-testing emerging conclusions with them
5. Review lessons learnt from previous sites
6. Discuss key risks to deliver the results and agreed actions to mitigate these
7. Prioritise opportunities
8. Develop a shared approach for how to deliver the opportunities (targets, resources, timing, structure, methodology)

Our Diagnostics are typically fast paced because of our peoples’ deep experience at doing these. But they are also focused on the end game of having a plan going forward that the management team own. As such there are frequent, short, efficient reviews and testing of emerging conclusions throughout the process to ensure stakeholder input, guidance and alignment along the way and in the final more formal presentation.

If you would like to understand more about our approach to these specific areas, please contact us on info@pipint.com for a relevant article and/or to talk with one of our people about its applicability in your circumstances.

* The ‘wiring’ of a business is the combination of an organisation's management systems, processes, staff, competencies, disciplines, and the behaviours managers do and don't accept - which together, influence how individuals and indeed an organisation will behave and therefore, how it will ultimately perform.

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