Results for Australian manufacturers

Acme Foods was managing compliance across 4 sites using a mix of spreadsheets, shared drives and email reminders. Audit preparation was consuming 3 weeks of effort each cycle, compliance responsibility was concentrated in two people, and senior management had no consistent view of compliance status across the network.

• Conducted stakeholder interviews across all 4 sites to understand the current compliance processes
• Mapped the end-to-end HACCP monitoring, corrective action and audit preparation workflows
• Identified 14 process gaps including undefined ownership, undocumented steps and inconsistent recording practices
• Redesigned the compliance processes in co-design workshops with site quality teams
• Produced clear SOPs and work instructions for each process that operators could follow without interpretation
• Designed a compliance reporting framework giving management weekly visibility across all sites

• 78% reduction in overdue compliance tasks within 90 days of implementation
• Audit preparation time reduced from 3 weeks to 2 days
• Compliance responsibility distributed across trained roles at each site rather than concentrated in two people
• Management reporting of compliance status became a weekly process rather than a pre-audit scramble

The operations team spent the first 3 hours of every working day manually copying production data between their ERP, warehouse management system and reporting spreadsheet. Errors were common, reconciliation was time-consuming, and management reporting was always a day behind actual operations.

• Mapped the daily data transfer process in detail, including every manual step, error type and workaround
• Quantified the time cost and error rate to build a business case for improvement
• Identified that the root cause was an absence of defined data ownership and no standard for what data needed to move between which systems at what frequency
• Redesigned the data management process with clear ownership, defined data standards and a hand-off protocol
• Documented the process requirements in sufficient detail for the client to brief their internal IT team on an integration
• Designed the measurement framework to verify accuracy once the manual process was replaced

• 3 hours of daily manual work per person identified and eliminated from the redesigned process
• Business case demonstrated $60,000 in annual savings to justify the IT integration project
• Data accuracy improved from approximately 91% to 99.8% following process redesign
• Management reporting moved from next-day to same-day once the manual transfer was removed

The client had received a conditional award on a major government logistics contract but could not demonstrate that their operational processes met the data management, security and audit requirements. They had 10 weeks to demonstrate compliance or lose the contract.

• Assessed the client's current-state processes against the contract's operational and data management requirements
• Identified the specific process gaps that needed to be addressed to meet contract requirements
• Prioritised the gaps by risk and effort to create a sequenced remediation plan within the 10-week window
• Worked alongside the client team to redesign the affected processes and produce the documentation required by the contract
• Produced the process evidence package required for the contract compliance review

• Contract compliance demonstrated within the 10-week window
• $2M government logistics contract secured
• Process documentation produced that the client continues to use as the operational standard
• Audit readiness achieved for the first formal contract review 6 months after award

The leadership team knew their operations had significant inefficiency but had no clear view of where to start. They were receiving pitches from software vendors and were close to committing to two purchases. They needed an independent view before committing budget.

• Conducted a process assessment across the client's 6 service delivery workflows
• Identified which process problems were genuine process design problems versus data or system problems
• Assessed the client's readiness for the two technology systems they were considering purchasing
• Evaluated 22 candidate improvement initiatives and scored each for impact, effort and readiness
• Produced a prioritised 12-month improvement programme with effort and outcome estimates
• Provided an independent assessment of the two planned technology purchases

• 8 priority improvement initiatives identified with clear sequencing and ownership
• 12-month improvement programme presented to the board with realistic effort and outcome estimates
• Two planned technology purchases identified as premature given current process maturity, saving $85,000
• First improvement initiative completed within 6 weeks of the assessment report being delivered