Business Improvement Programmes seem to start in one of two ways.
- Often an organisation is lucky enough to have a motivated and knowledgable employee that can see how improvements can be made. This individual may be able to get sufficient Management attention to allow an Improvement Programme to start in a relatively detailed area. In a large industrial asset (e.g. Refinery, Chemical Plant) typically this would be a Maintenance Manager, Discipline Leader or Reliability Focal Point.
What typically happens is that funding is available for a point solution (e,g, A Defect Elimination Programme). This is fine since it is a low risk for the Client and the Consultant has an opportunity to deliver while learning about the Clients organisation.
As this programme runs and the Organisation has contact with the Consultant additional issues are identified.
The Client will not be sure if the issues are real or the Consultant is simply making work for their fee earners. The truth will be some where in the middle depending on how astute the Client organisation is.
The disadvantage with this approach is that it takes time for the Senior Management/Directors to accept the wider issues being identified and hence the programme benefits are a longer time coming.
- The second way, which is less common, a Chief Executive or Board Member will realise that there are many inter-related issues to address when considering improvement programmes.
Each Director will have their own understanding of the "truth"; all are probably correct to some extent.
Communication may be difficult due to the lack of a common understanding and common language or terminology, call it jargon if you like.
The advantage of this approach is that issues are treated at the appropriate time and benefits flow earlier.
The Redman approach is a structure that has been developed over the past 15 to 20 years based on practical international experience in many Sectors including:
National Government Departments,
Aviation Industry,
Defence, Oil and Gas and various Other Industrial Sectors.
The Redman approach is based on knowing what and how to deliver
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Improvement Programmes for Business and Physical Asset Management Process Implementation.
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If you would like to discuss ideas please use the... Redman Blog...or use the Contact Tab below.
Please challenge the ideas and thinking since that is the way the logical and integrated structure that forms the basis of the Redman approach has been developed. The last major change happened a few years ago to allow for the impact Computer Technology was having leading to E-Business opportunities.
Regards
James Redman.
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