Organizations can help people apply safety consciousness at the point of execution – the main source of real safety and operation issues.
The latest in operational and digital transformation through people.
Faced with the constant threat of rising costs and low margins, executives are doing everything they can to survive. Initiatives that reduce costs, maintain cash flow and eliminate debt are now focal points for companies trying to cope with the current market. In many cases, CEOs are under serious pressure to deliver targeted benefits in a relatively short amount of time.
Supply chain improvements can generate up to 3.5% savings in total operating costs. Currently, many business leaders are focusing on major initiatives to improve theirs. We took a deeper look to evaluate the main trends on this topic. See the results in this infographic.
Based on our past experience with clients, most internal cost-cutting initiatives are short-term and do not have a significant impact on an organization’s P&L. Once it is evident these initiatives are not viable, executives typically reconsider, abandon or relaunch them at a later date. Delays like these result in lost opportunities and missed chances to gain a competitive edge in the marketplace.
Providers must constantly assess internal operations and measure results to stay ahead of the game. However, our recent findings show that most insurers are not tracking metrics that accurately reflect consumer perception. Without this type of valuable insight, they have no way of knowing what to improve upon from a customer’s perspective.
The ability to run operations at full capacity, and then sustain them, is a major challenge for the mining industry. Vital tasks, such as crushing and transferring minerals, are suffering because people and equipment are not being utilized properly. The end result is low productivity and the high costs that are associated with it. However, our recent findings show that it in many cases it is possible to increase productivity in mining between 20 - 40%, reduce supply costs between 10 - 15% and cut energy costs by 2 - 10% through effective asset management.
In several of our recent engagements we have witnessed first-hand the enormous amount of pressure on CEOs to meet the stringent demands of both stakeholders and customers. One such demand that continues to be a top priority for executives is employee productivity.
Organizations dealing with rapid changes are often plagued with inconsistencies that limit production and produce erratic results. So why not devise a plan to stop wasteful practices and become more productive? Sounds easy enough, however gaining employee acceptance of a new approach can be extremely challenging. Two key elements must be considered for a large-scale project such as this to be a viable option: behaviors and change management.
Every year hospitals waste millions of dollars on misused or overused items, such as disposables, general supplies, laundry, uniforms and food. Changing a wasteful culture starts with identifying and correcting processes that that are detrimental to the inventory management process. However, this type of change is easier said than done. It is often difficult for hospital executives to implement a new framework of operations on every floor – they neither have the time nor the resources to execute a plan of this size and scope.
It seems obvious enough that excellent customer service is something every bank, or any public-facing business for that matter, should strive for. With so many options for customers to choose from, customer service is the "x-factor" that banks need to stand out from the crowd. To the average person, banks all look the same from the outside, but it's what's on the inside that will keep them coming back for more.
Due to the influx of patients caused by health care reform, doctors barely have enough time to see patients let alone pharmaceutical sales reps. Since the chances of spending quality time in front of a doctor are now few and far between,
Head, Heart and Hands
For a company to be successful, Chief Executives need to formulate the right strategy and then execute it. Sounds simple – in theory! Set this against the backdrop of a constantly evolving business landscape and the dynamics shift considerably.