News Stories
Talking Lean - June 2008
18 June 2008 16:51
Company Profile
Q: So, how have things gone since we last met up? What projects have you been involved with?
A: Things have been very busy. Many of the projects I work on last several months. For instance, I’ve just completed an 18-month contract with Derwentside District Council, which included helping companies improve their production processes and delivery of products to their customers.
During this time I also worked with clients in introducing systems to help smooth out things like managing orders and making databases work more efficiently. It was also about helping businesses get to a situation where there is less chaos and hassle in their day-to-day lives!
I’ve also been co-operating with a colleague from Newcastle University in managing a website project for NFIIN, the Northern Food Industry Innovation Network.
Q: And what are you working on at the moment?
A: I’m involved with the One North-East’s Growth Programme, which is about using web based systems to help food and drink companies work together in going for bigger contracts.
I’m also supporting existing clients. I’m a great believer in the personal touch and even when a project is finished I stay in touch with clients and offer continuing support. Some of this is training and some is on a consultancy basis.
Q: How does an organisation know when it needs your help?
A: The main thing is customer pressure. By that I mean not achieving delivery dates or mistakes being made, that sort of thing, and the resulting customer complaints.
Or, an organisation might be failing to hit Key Performance Indicators. Companies sometimes bite off more than they can chew and ultimately nothing improves. When Key Performance Indicators stay far off in the distance then it is definitely worth talking to me!
Also, some companies spend much of their time reacting to problems rather than taking their business forward. Improving problem solving skills is an important feature of the training programmes I deliver. I help managers develop the skills they need to navigate their way safely through the reef of daily problems they face and then out into the open sea.
That’s at the heart of good problem solving, not just the daily fire fighting that bogs down so many organisations but actually solving a problem, dealing with it once and for all and then moving on.
This is especially important because the needs of a company and its abilities to meet those needs will change over time. Being aware of this and therefore able to rapidly change course to ensure optimum results is essential. You can’t do that if you’re constantly trying to damp down problems and issues that have never been dealt with.
Q: What would you say makes Smartspeed stand out from the competition?
A: Flexibility of service. We deliver bespoke services and have a deep pool of skills and knowledge for clients to benefit from.
Q: What are the big issues that will affect businesses over the next year?
A: Becoming lean and mean! Ensuring that every part of an organisation is running smoothly and efficiently. And that’s where I come in.
Q: How concerned do you think North-East companies should be about the rumours of a looming recession?
A: Well, we need to be aware of the possibility. That probably sounds like an obvious thing to say but in my experience many companies don’t spend enough time considering the environment in which they operate and so cannot prepare accordingly.
Being aware of changing circumstances helps you make informed decisions. In a nutshell, it’s all about agility; the ability to adapt to new situations can be the difference between growing a business and going out of business.
Q: How can Smartspeed help businesses get through this current spell of poor economic visibility?
A: By kicking out waste. Firstly the business has got to be thinking about how to deliver their products and services better than they did last time.
It’s all about delivering continuing excellence by giving the client a better experience for the same cost and, just as importantly, reducing the cost to provide a better profit.
Planning ahead is very important. It’s best to know how you’re going to cross bridges way ahead of reaching them. You don’t want to be charging across a bridge when it collapses!
So I work with clients in developing scenario plans. This is a good way of considering potential situations. This is a relatively quick process and I’ve found that it often opens people’s eyes to the challenges – and opportunities – that might lie ahead.
Q: What can organisations do to be more flexible during this uncertain period?
A: If you watch a game of rugby there is usually a game plan – how to beat the opposing team. If the ball goes out of play then the players instantly know how to re-configure themselves to deal with the new situation. Once the ball is back in play the players go back to the original game plan.
It’s the same in business – have a game plan. Rather than working out what needs to happen when the situation is happening, preparation, training and clear communication helps organisations become flexible. And by involving the whole organisation, participation is likely to be greater and therefore the results better.