Business Analysis and BPR

BUSINESS ANALYSIS and BPR

From a BPR and process mapping perspective, our teams have utilised a number of tools and methodologies to support our clients’ requirements with making substantial change or improvement. Following are several examples that evidence our abilities in this regard:

• Defence – Conducted a BPR of the Defence Ministerial and Parliamentary Services to improve the way Defence undertook business with the Minister's Office. This resulted in 37 recommended changes to extant business operations and systems.

• Government - Conducted a number of global market surveys across different technology domains to inform cost modeling for Government projects. This work has been coupled to the development of fundamentally different Capability Options to allow Cost Benefit Analysis to be presented to senior Defence and Government officials to assess the advantages and disadvantages of different options within political constraint.

•  Counter Terrorism - Consultants have conducted risk assessments and undertaken crisis management in the most austere environments including Maritime Counter Terrorism for ships underway and offshore energy installations. Astute staff have conducted cost reform initiatives examining whole fleet management options to improve equipment availability, drive down whole of life ownership costs and associated maintenance/repair liabilities.

• Defence - Conducted a strategic performance review of corporate support services to a pan-European deployable NATO formation which conducted overseas exercises 3-4 times per year in austere and varied climatic conditions. This encompasses all logistic and life support elements for deploying forces, support elements and where appropriate – non-government agencies. As such, the best quality providers through sub-contract were sourced in balance with value for money for their services. Ongoing supervision and quality control were then exercised to ensure optimum delivery of products and services continued.

• Defence – Following a number of workshops and senior (group level meetings), we developed the department's enterprise security risk assessment, five year security plan including supporting product/services business cases for new capabilities, and the strategic balanced score card for managing all reporting.

• Defence – Completed a detailed evaluation and review of 14 projects operating under the banner of the $300 million Business Improvement Program (BIP). As part of this evaluation we developed a substantial evaluation tool that enabled ‘apples-to-apples’ comparisons of all of the different projects, thus ensuring Defence was able to identify and achieve its required improvements. We also recommended a revised governance framework to better manage and coordinate all BIP initiatives.

• Defence – Provided a team of business analysts, trainers and support officers in support of an enterprise roll-out of the Objective 7 application. This required a detailed understanding of different Defence business unit processes, the mapping of these into the software application, the development of supporting policies and procedures, and the development of associated training programs (both face-to-face and online).

• Defence – We have provided business analysis, strategy development and implementation for the supply of a total operational facility incorporating video conferencing and audio visual integrated capability including highly classified, passive feeds for observation purposes. This high level operational requirement involved CGL personnel in all phases of the functionality. We designed, implemented and will continue to support this complex system.

SPO Operation Improvement

SPO Business Issue:

The  SPO management of the Maintenance Resource was assessed as being not optimised due to the following factors:

• Lack of internal communication;
• Lack of role clarity ;
• Lack of process education ;
• Lack of external communications between  SPO and outside agencies;
• Lack of external communications between  SPO and customer;
• Lack of  SPO internal administrative support;
• Lack of external material support;
• Lack of user friendliness, out-dated and not Fit for Purpose software systems used to manage SPO maintenance;
• Suboptimal internal procurement and contracting process;
• Lack of technical integrity and transparency of maintenance; and
• Lack of understanding of internal capabilities from a SPO perspective.

 Approach

Conduct a review into the  SPO management support using Lean Six Sigma process improvement methodologies with a view to:

• Identify the current process;
• Verify the mandatory requirement;
• Identify process issues and waste;
• Determine interface and stakeholders; and
• Develop a plan to address the next step

 Results Achieved:

The results achieved from the process review were:

• More effective and efficient utilisation by  SPO of resources due to reduction in rework;
• Reduced impact on SPO schedule, quality and cost;
• Efficiencies gained through improved time management; and
• Improved reliability of resource to improve value for money.

Business Improvement 

Approach

The approach involved using a small full-time client team over a period of four weeks, under the supervision of a Subject Matter Expert.

 Outcomes

The key findings were that the performance deficiencies that had been identified prior to commencing the review could be overcome without technology investment, including a reduction in costs of approximately 25%. Further, the review showed that with the targeted introduction of new technology further improvements could be achieved - to approximately 40%.

Because of the deeper understanding that had been developed relating to individual process performance and the interdependencies within these processes, it was possible to identify the optimal sequence for the introduction of the new technology. It also meant that considerable early improvements could be made, thus improving the short-term customer experience and the productivity of both the centralised operational areas and the processes still being executed in the distributed branch environment.

In addition, it was identified that some of the key drivers of the performance gaps experienced in both operating centres and branches were a function of upstream processes - specifically those processes related to the development of offerings to segments and the nature of the communication, its timing and targeting. These processes were subsequently reviewed by the same internal team using the skills developed and the process architecture supplied.

Reduced supply chain costs

Reducing supply chain costs

Background

Dairy Farmers is a large milk processing business with strong elements of high customer service requirements. They were faced with inconsistencies across their planning process which resulted in missed/delayed orders, lengthy lead times, failure to meet the production schedule, inability to establish the right buffer stock and lack of control and discipline along the supply chain. All of these issues contributed to uncertainty along the supply chain and to poor customer service.

Dairy Farmers had also made commitment to major trading partners that variations in product supply would be corrected.