TBD business improvements - Team Business

Our unique 'reality check' uncovers what you are missing out on, how much the problems are costing you and helps you identify the necessary countermeasures.

reality check,operational feedback,SWOT analysis,

1381

page-template-default,page,page-id-1381,ajax_fade,page_not_loaded,,qode_grid_1300,footer_responsive_adv,qode-theme-ver-12.0,qode-theme-bridge,wpb-js-composer js-comp-ver-5.4.2,vc_responsive

TBD business improvements

Jeremy Old has deployed TBD’s unique team based planning system in about twenty different business sectors over the last twenty years. Here are six case examples of TBD business improvements from the engineering, domestic laundry, shop fitting, accountancy and manufacturing sectors.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

What if you could double your production capacity in 6 weeks?

Situation

A home counties concrete batching plant manufacturer with a base turnover of £2.4 million had lost £97,000 that year. And this was after three years of accumulating losses. Worryingly, the underlying problem was that the second generation management in this family firm had let inefficiencies gradually creep up. They were now at a level where the capacity of the plant had dropped to below breakeven point.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

Countermeasures

The company used TBD’s planning system to apply simultaneously a range of improvement projects. projects impacted every area of the business including marketing, design, and production.

Results

The result was a doubling of production capacity in a matter of six weeks.

Just as importantly, the improvement team achieved this goal without investing any extra cash on capital equipment. That is apart from a few hand tools. What is more, the company only hired one extra person and even he was part time. This extra hand was needed to overcome a particularly damaging bottleneck in the design department.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

In typical TBD fashion, the team generated expanded capacity without blowing a lot of money. Instead they deployed their collective brains in group problem-solving. In addition, various Kaisen events removed a lot of waste and improved processes and systems. A particular benefit that helped save time and money was improved interdepartmental interaction. All in all the improvement cost benefit analysis estimated £352,000 in savings and other benefits.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

The net result was a return to profit for the following financial year of £50,000.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

What if you could generate 11% extra fee earning capacity

Situation

A Dorset based accountancy firm with a base turnover of £2.8 million used TBD was experiencing low employee productivity, low profitability and a serious year end bottleneck in the processing of client accounts in readiness for the annual company returns.

Countermeasures

To improve the business and remove end of year bottlenecks the firm called in Jeremy Old who instigated a round of team planning and a series of continuous improvement workshops. A major innovation to the firm was the development of client focused teams to improve the workflow and customer response time.

Results

As a major benefit from TBD’s team planning the accountants developed an extra £310,000 of potential fee earning capacity. A large part of this extra capacity came from software upgrades and improved hardware. However improved work processes, better interdepartmental teamwork and more customer focused professional work also made a significant contribution to workflow, customer response time, and fee earning capacity.

Collectively, the improvements removed the usual end of year company returns bottleneck.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

What if you could turn an 8% loss into a 7% profit in eighteen months?

Situation

A newly established micro business, manufacturing and installing domestic windows was losing £41,600 per year. With a negative net worth of £51,000, the firm was effectively insolvent. In order to stay in business the owner instigated a rapid TBD turnaround programme.

Countermeasures

Following the arrival of the coach, the employees immediately began drawing up feedback about the business situation. This led to the planning team developing 36 improvement projects. All in all, these projects collectively covered every aspect of the company’s functioning in all four profit quadrants.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

The planning team focused particularly on the sales order processing and production process. During a single process mapping exercise, the team generated seventeen further recommended actions to remove errors, bottlenecks and waste.

Results

Turnover for the first full year rose 7.2% to £567,384
Gross profit margin improved from 20% to 28.8%
The process mapping exercise saved an estimated £95,000 for the year
The loss of £41,655 was converted to an OPBIT of £37,307
Consequently, the firm was able to continue trading.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

Turn these ‘What ifs?’ into reality

If you’d like to know how TBD’s natural transformation programme will help you multiply your profits and productivity, call Jeremy Old on 0845 0945 819.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

Or email Jeremy@teambusinessdevelopment.co.uk Remember we guarantee that our Business Health Checks are self-funding. With TBD’s powerful Hoshin Kanri programme you will reap benefits well above the cost of your investment our typical client ROI is over 33 : 1.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

You are in safe hands

Jeremy is author of ‘Reinventing Management Thinking; using science to liberate the human spirit’. This groundbreaking management manual draws on the latest neuroscience and psychology to help managers stimulate fierce engagement and motivation. By learning how to work with the twelve ’emotional needs’ Jeremy shows how any leader with a degree of emotional intelligence can quickly transform productivity by 30% or more.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

Jeremy has twenty-five years experience as an independent management coach to small and mid-sized enterprises and non-profit organisations. His experience includes facilitating 56, strategic change or business improvement assignments across a wide range of industry sectors. On average his assignments yield an estimated 33 : 1 ROI for clients. In addition, Jeremy is qualified to MBA level, with a post-graduate diploma in psychotherapy.

Production capacity at a concrete batching plant factory had slumped to below breakeven point.

What if you could increase profit by 800% in a year?

Hhhhhhhhhhhhhhhhhhhhhhhhh

Situation

Established shop fitting business with £6.7 million turn over, had a five-year track record of low profits. In general terms this was due to inefficient organization and lack of interdepartmental teamwork.

Countermeasures

Introduced TBD’s cross functional team-based planning system that engaged all employees in the business improvement process. Improvements made to marketing, sales, estimating, design, production, office overheads, transportation and management skills.

Results

Profit rose from £120,000 OPBIT to £962,000 in the following year. Highlights included:

51% increase in employee added value,
34% increase in sales, and a
500% growth in capital value.

What if you could get back into profit in one year?

Situation

A diamond cutting tool manufacturer with a £2 million turnover had lost £162,000 the previous year. In addition to this problem sluggish sales and weak administration had distorted the balance sheet, starving the business of ready cash.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

Countermeasures

An urgent round of TBD’s team planning, combined with task focused training as well as continuous improvement workshops and events involving all members of the workforce and all departments and functions.

Results

A restoration of profit of £92,000 the following year. Significantly, improvements that contributed to this turnaround included:

25% increase in workshop productivity,
Long overdue achievement of ISO accreditation,
£123,000 sales improvement in targeted high margin product lines,
23% improvement in administrative capacity despite a cut of £19,000 in costs.

Wwwwwwwwwwwwwertyuiwertyuiop[dddddddddddddddddddddddddddddddddddjjjjjjjjjjjjjjjjiiiiiiiiiiooooooppppppsssssssjjjjjkkkkkkallalalalalalasksksksksksksksksdjdjdjdjdjdjdjd

On the balance sheet, the firm greatly enhanced their solvency by creating a £200,000 drop in stock levels and £151,000 drop in the debtors due ledger.

What if you could make all round efficiency savings?

dhdhdhdhdhdhdhdhdhdhdhdh

Situation

The government’s increases in the statutory minimum wage gave this £1.25 million turnover domestic laundry an existential challenge. As the industry is very labour intensive it is highly sensitive to such changes in the general wage level. Hence, there was a real risk that the enforced wage rise could put the firm out of business. Consequently, the long term challenge was to improve employee efficiency and ‘do more with less’.

dddd

Countermeasures

The business embarked upon a continuous improvement journey combined with three rounds of TBD’s team planning workshops. The aim was to engage all the employees in the improvement process in terms of problem-solving, solution finding, training and teamwork.

Results

Organic sales growth of 46.7%
This steady growth is in direct contrast to the modest 14% increase in staff levels.
Net profits up 80%
Wages-to-sales ratio reduced by 7.58% despite the 19% minimum wage increase.
Estimated wage savings of £64,000 p.a.

aassasasasasasasasasasasasasasasasasa

dfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfdfd

See what our clients have to say about TBD …

“At the time we really needed help, Jeremy came through and provided invaluable aid restructuring and redirecting the business. He put us back into a healthy profit after a really difficult period when the recession hit us. A year later we are using him again to help refine systems, processes and teamwork” Ed Taylor, Director, Taylor made Designs (UK) Ltd.

“We’ve achieved more changes in six weeks with the team planning workshops than the company has achieved in twenty years of my time here”. Dave Medhurst projects coordinator, Steelfields Ltd Concrete batching plant manufacturer.

“Instead of having departmental rivalry, each department can now see that what they are doing may be causing a problem for other departments. They are now far more supportive of altering their own ways of doing things to assist the needs of other departments.” Martin Daniel, production director, BAS Fine Art Printers

“Senior managers now make more of a communal effort. We talk a lot more, whereas before we worked in isolation; each doing their own thing, but not really realizing our impact on other departments. Factory workflow is much improved and profitability s up.” Marc Allen director Tekne shop fitting Ltd.

“We like team planning. It has helped us immensely. We have moved in giant steps. Work gets done and everyone enjoys the meetings.” Mandy Williamson, CEO, Mind in Exeter & East Devon.

“This is the best workshop-training day I have ever been on.” Mental health care worker MIND Charity