�ݺ�ߣshows by User: SteveBrauner

�ݺ�ߣshows by User: SteveBrauner / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: SteveBrauner / Thu, 05 Jun 2014 08:36:33 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: SteveBrauner Restructuring in Germany /slideshow/restructuring-in-germany/35524835 restructuringingermany-140605083633-phpapp02
Collinson Grant has substantial experience of restructuring in Germany and other mainland European countries. This includes assignments to reduce costs, close factories, manage redundancies, reconfigure operations and improve operating performance. Our work in Germany has been for well known, multi-national companies.]]>
Collinson Grant has substantial experience of restructuring in Germany and other mainland European countries. This includes assignments to reduce costs, close factories, manage redundancies, reconfigure operations and improve operating performance. Our work in Germany has been for well known, multi-national companies.]]> Thu, 05 Jun 2014 08:36:33 GMT /slideshow/restructuring-in-germany/35524835 SteveBrauner@slideshare.net(SteveBrauner) Restructuring in Germany SteveBrauner Collinson Grant has substantial experience of restructuring in Germany and other mainland European countries. This includes assignments to reduce costs, close factories, manage redundancies, reconfigure operations and improve operating performance. Our work in Germany has been for well known, multi-national companies. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/restructuringingermany-140605083633-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Collinson Grant has substantial experience of restructuring in Germany and other mainland European countries. This includes assignments to reduce costs, close factories, manage redundancies, reconfigure operations and improve operating performance. Our work in Germany has been for well known, multi-national companies.

Restructuring in Germany from Cheshire East Council

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0 Lean transformation /slideshow/lean-transformation-35479138/35479138 leantransformation-140604083942-phpapp01
Lean methodologies work for many different kinds of businesses because they always define value or output from the perspective of the customer. An activity that adds value is any operation that directly and positively changes what is done to meet customers’ demands. Conversely, any activity that does not add value is deemed wasteful. Practitioners in Lean learn how to distinguish between activities that do and do not add value for the customer. Waste is a key concept in Lean. It takes many forms. People and processes waste time, space, buildings, products, services, and so on. In any business that is failing, the waste may get so dense that it 'strangles' the organisation. Once employees and managers absorb and act on the notion that waste is 'everything and anything that does not add value' all kinds of waste can be revealed. People who could see no waste before begin to see excess in the way most operations are performed.]]>
Lean methodologies work for many different kinds of businesses because they always define value or output from the perspective of the customer. An activity that adds value is any operation that directly and positively changes what is done to meet customers’ demands. Conversely, any activity that does not add value is deemed wasteful. Practitioners in Lean learn how to distinguish between activities that do and do not add value for the customer. Waste is a key concept in Lean. It takes many forms. People and processes waste time, space, buildings, products, services, and so on. In any business that is failing, the waste may get so dense that it 'strangles' the organisation. Once employees and managers absorb and act on the notion that waste is 'everything and anything that does not add value' all kinds of waste can be revealed. People who could see no waste before begin to see excess in the way most operations are performed.]]> Wed, 04 Jun 2014 08:39:42 GMT /slideshow/lean-transformation-35479138/35479138 SteveBrauner@slideshare.net(SteveBrauner) Lean transformation SteveBrauner Lean methodologies work for many different kinds of businesses because they always define value or output from the perspective of the customer. An activity that adds value is any operation that directly and positively changes what is done to meet customers’ demands. Conversely, any activity that does not add value is deemed wasteful. Practitioners in Lean learn how to distinguish between activities that do and do not add value for the customer. Waste is a key concept in Lean. It takes many forms. People and processes waste time, space, buildings, products, services, and so on. In any business that is failing, the waste may get so dense that it 'strangles' the organisation. Once employees and managers absorb and act on the notion that waste is 'everything and anything that does not add value' all kinds of waste can be revealed. People who could see no waste before begin to see excess in the way most operations are performed. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leantransformation-140604083942-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Lean methodologies work for many different kinds of businesses because they always define value or output from the perspective of the customer. An activity that adds value is any operation that directly and positively changes what is done to meet customers’ demands. Conversely, any activity that does not add value is deemed wasteful. Practitioners in Lean learn how to distinguish between activities that do and do not add value for the customer. Waste is a key concept in Lean. It takes many forms. People and processes waste time, space, buildings, products, services, and so on. In any business that is failing, the waste may get so dense that it 'strangles' the organisation. Once employees and managers absorb and act on the notion that waste is 'everything and anything that does not add value' all kinds of waste can be revealed. People who could see no waste before begin to see excess in the way most operations are performed.

Lean transformation from Cheshire East Council

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0 Benchmarking /slideshow/benchmarking-35391430/35391430 benchmarking-140602105050-phpapp01
No organisation is the best at everything it does. And being second in most activities can add up to coming first overall. All managers recognise that it is up to them to improve continuously the operations that they are responsible for. But that aspiration is blunted because they don’t know how much better their performance could be. Benchmarking is the structured comparison of an organisation’s products, services, processes or activities with those of an external organisation that is believed to have better performance. The goal is to pinpoint the factors that contribute to that superiority, and to adopt them. Organisations usually compare themselves with the leaders in their own industrial sectors. But comparison can also be made with processes that, although in other sectors, have similar characteristics – such as shared service centres. An airline compared the processes in the ‘turnaround time’ for planes with those used in pit stops for racing cars. Benchmarking with non-competitors can increase the quality and quantity of the information available.]]>
No organisation is the best at everything it does. And being second in most activities can add up to coming first overall. All managers recognise that it is up to them to improve continuously the operations that they are responsible for. But that aspiration is blunted because they don’t know how much better their performance could be. Benchmarking is the structured comparison of an organisation’s products, services, processes or activities with those of an external organisation that is believed to have better performance. The goal is to pinpoint the factors that contribute to that superiority, and to adopt them. Organisations usually compare themselves with the leaders in their own industrial sectors. But comparison can also be made with processes that, although in other sectors, have similar characteristics – such as shared service centres. An airline compared the processes in the ‘turnaround time’ for planes with those used in pit stops for racing cars. Benchmarking with non-competitors can increase the quality and quantity of the information available.]]> Mon, 02 Jun 2014 10:50:50 GMT /slideshow/benchmarking-35391430/35391430 SteveBrauner@slideshare.net(SteveBrauner) Benchmarking SteveBrauner No organisation is the best at everything it does. And being second in most activities can add up to coming first overall. All managers recognise that it is up to them to improve continuously the operations that they are responsible for. But that aspiration is blunted because they don’t know how much better their performance could be. Benchmarking is the structured comparison of an organisation’s products, services, processes or activities with those of an external organisation that is believed to have better performance. The goal is to pinpoint the factors that contribute to that superiority, and to adopt them. Organisations usually compare themselves with the leaders in their own industrial sectors. But comparison can also be made with processes that, although in other sectors, have similar characteristics – such as shared service centres. An airline compared the processes in the ‘turnaround time’ for planes with those used in pit stops for racing cars. Benchmarking with non-competitors can increase the quality and quantity of the information available. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/benchmarking-140602105050-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> No organisation is the best at everything it does. And being second in most activities can add up to coming first overall. All managers recognise that it is up to them to improve continuously the operations that they are responsible for. But that aspiration is blunted because they don’t know how much better their performance could be. Benchmarking is the structured comparison of an organisation’s products, services, processes or activities with those of an external organisation that is believed to have better performance. The goal is to pinpoint the factors that contribute to that superiority, and to adopt them. Organisations usually compare themselves with the leaders in their own industrial sectors. But comparison can also be made with processes that, although in other sectors, have similar characteristics – such as shared service centres. An airline compared the processes in the ‘turnaround time’ for planes with those used in pit stops for racing cars. Benchmarking with non-competitors can increase the quality and quantity of the information available.

Benchmarking from Cheshire East Council

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0 Financial colleges in companies /slideshow/financial-colleges-in-companies/35209957 financialcollegesincompanies-140528062100-phpapp01
The purpose of a financial college is to put into effect, at every level in an organisation, unusually strong and coordinated practices of financial control. Given powerful cultural and philosophical support, this approach acts as a check on the unilateral power of Managing Directors or their equivalents in subsidiary organisations. So it strengthens corporate compliance and produces more rational decisions, and a better balanced process for taking them.]]>
The purpose of a financial college is to put into effect, at every level in an organisation, unusually strong and coordinated practices of financial control. Given powerful cultural and philosophical support, this approach acts as a check on the unilateral power of Managing Directors or their equivalents in subsidiary organisations. So it strengthens corporate compliance and produces more rational decisions, and a better balanced process for taking them.]]> Wed, 28 May 2014 06:21:00 GMT /slideshow/financial-colleges-in-companies/35209957 SteveBrauner@slideshare.net(SteveBrauner) Financial colleges in companies SteveBrauner The purpose of a financial college is to put into effect, at every level in an organisation, unusually strong and coordinated practices of financial control. Given powerful cultural and philosophical support, this approach acts as a check on the unilateral power of Managing Directors or their equivalents in subsidiary organisations. So it strengthens corporate compliance and produces more rational decisions, and a better balanced process for taking them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/financialcollegesincompanies-140528062100-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> The purpose of a financial college is to put into effect, at every level in an organisation, unusually strong and coordinated practices of financial control. Given powerful cultural and philosophical support, this approach acts as a check on the unilateral power of Managing Directors or their equivalents in subsidiary organisations. So it strengthens corporate compliance and produces more rational decisions, and a better balanced process for taking them.

Financial colleges in companies from Cheshire East Council

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0 Managing branch networks successfully /SteveBrauner/managing-branch-networks-successfully managingbranchnetworkssuccessfully-140523105311-phpapp02
A lot of companies reach their customers and provide their services through a network of local/regional branches. Typically the branch manager reports to a central head office. This has many advantages: proximity to customers; knowledge of local customs and buying habits; dispersed logistics (sometimes a negative); closer relationships with local suppliers and so on. But such an organisational model demands clarity on a number of important decisions that can either be made locally or centrally. The managers at the centre and in the branch both need to know where authority and responsibility for enterprise lie, and who is accountable for what. This needs thinking through at a high level. The business model must have a design in which it is clear where decisions are best taken so confusion cannot reign nor mistakes affect profit. This document sets out some guidelines on accountability and decision taking in all the key areas that can impact on profit: Pricing; Terms and conditions for trading; Procurement and inventory; Trading policies; Payroll and operating costs; Managing employees; and Processes and systems. Broadly there are two types of organisational model for managing a branch networked business. The decision on which to embrace is determined by the overall choice of business model and contextual matters like the scale of operations, which are outside the scope of this book. Our view is that most businesses ought probably to default to the loose/tight ‘Devolved’ model and its related protocols and structures unless there is positive economic advantage of the type described in the ‘Centric’ alternative. There is one good reason for this that stands out from the others - it seeks to build clear accountability for profit around a manager carefully selected for the entrepreneurial qualities they possess. In short, get the right person and give them as much responsibility that they ought reasonably be able to handle.]]>
A lot of companies reach their customers and provide their services through a network of local/regional branches. Typically the branch manager reports to a central head office. This has many advantages: proximity to customers; knowledge of local customs and buying habits; dispersed logistics (sometimes a negative); closer relationships with local suppliers and so on. But such an organisational model demands clarity on a number of important decisions that can either be made locally or centrally. The managers at the centre and in the branch both need to know where authority and responsibility for enterprise lie, and who is accountable for what. This needs thinking through at a high level. The business model must have a design in which it is clear where decisions are best taken so confusion cannot reign nor mistakes affect profit. This document sets out some guidelines on accountability and decision taking in all the key areas that can impact on profit: Pricing; Terms and conditions for trading; Procurement and inventory; Trading policies; Payroll and operating costs; Managing employees; and Processes and systems. Broadly there are two types of organisational model for managing a branch networked business. The decision on which to embrace is determined by the overall choice of business model and contextual matters like the scale of operations, which are outside the scope of this book. Our view is that most businesses ought probably to default to the loose/tight ‘Devolved’ model and its related protocols and structures unless there is positive economic advantage of the type described in the ‘Centric’ alternative. There is one good reason for this that stands out from the others - it seeks to build clear accountability for profit around a manager carefully selected for the entrepreneurial qualities they possess. In short, get the right person and give them as much responsibility that they ought reasonably be able to handle.]]> Fri, 23 May 2014 10:53:11 GMT /SteveBrauner/managing-branch-networks-successfully SteveBrauner@slideshare.net(SteveBrauner) Managing branch networks successfully SteveBrauner A lot of companies reach their customers and provide their services through a network of local/regional branches. Typically the branch manager reports to a central head office. This has many advantages: proximity to customers; knowledge of local customs and buying habits; dispersed logistics (sometimes a negative); closer relationships with local suppliers and so on. But such an organisational model demands clarity on a number of important decisions that can either be made locally or centrally. The managers at the centre and in the branch both need to know where authority and responsibility for enterprise lie, and who is accountable for what. This needs thinking through at a high level. The business model must have a design in which it is clear where decisions are best taken so confusion cannot reign nor mistakes affect profit. This document sets out some guidelines on accountability and decision taking in all the key areas that can impact on profit: Pricing; Terms and conditions for trading; Procurement and inventory; Trading policies; Payroll and operating costs; Managing employees; and Processes and systems. Broadly there are two types of organisational model for managing a branch networked business. The decision on which to embrace is determined by the overall choice of business model and contextual matters like the scale of operations, which are outside the scope of this book. Our view is that most businesses ought probably to default to the loose/tight ‘Devolved’ model and its related protocols and structures unless there is positive economic advantage of the type described in the ‘Centric’ alternative. There is one good reason for this that stands out from the others - it seeks to build clear accountability for profit around a manager carefully selected for the entrepreneurial qualities they possess. In short, get the right person and give them as much responsibility that they ought reasonably be able to handle. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/managingbranchnetworkssuccessfully-140523105311-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> A lot of companies reach their customers and provide their services through a network of local/regional branches. Typically the branch manager reports to a central head office. This has many advantages: proximity to customers; knowledge of local customs and buying habits; dispersed logistics (sometimes a negative); closer relationships with local suppliers and so on. But such an organisational model demands clarity on a number of important decisions that can either be made locally or centrally. The managers at the centre and in the branch both need to know where authority and responsibility for enterprise lie, and who is accountable for what. This needs thinking through at a high level. The business model must have a design in which it is clear where decisions are best taken so confusion cannot reign nor mistakes affect profit. This document sets out some guidelines on accountability and decision taking in all the key areas that can impact on profit: Pricing; Terms and conditions for trading; Procurement and inventory; Trading policies; Payroll and operating costs; Managing employees; and Processes and systems. Broadly there are two types of organisational model for managing a branch networked business. The decision on which to embrace is determined by the overall choice of business model and contextual matters like the scale of operations, which are outside the scope of this book. Our view is that most businesses ought probably to default to the loose/tight ‘Devolved’ model and its related protocols and structures unless there is positive economic advantage of the type described in the ‘Centric’ alternative. There is one good reason for this that stands out from the others - it seeks to build clear accountability for profit around a manager carefully selected for the entrepreneurial qualities they possess. In short, get the right person and give them as much responsibility that they ought reasonably be able to handle.

Managing branch networks successfully from Cheshire East Council

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0 Best practice in pricing processes /slideshow/best-practice-in-pricing-processes/34855974 bestpracticeinpricingprocesses-140519092407-phpapp02
This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses. In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses. As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil. Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all. The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price. This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing. Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise throughput. They are also affected by the potential for strained relations with good customers. Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding value, pricing naturally assumes increased weight in the marketing mix. We have found many companies reluctant to discuss their own processes. Some may wish to avoid betraying a lack of sophistication.]]>
This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses. In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses. As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil. Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all. The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price. This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing. Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise throughput. They are also affected by the potential for strained relations with good customers. Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding value, pricing naturally assumes increased weight in the marketing mix. We have found many companies reluctant to discuss their own processes. Some may wish to avoid betraying a lack of sophistication.]]> Mon, 19 May 2014 09:24:07 GMT /slideshow/best-practice-in-pricing-processes/34855974 SteveBrauner@slideshare.net(SteveBrauner) Best practice in pricing processes SteveBrauner This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses. In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses. As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil. Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all. The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price. This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing. Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise throughput. They are also affected by the potential for strained relations with good customers. Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding value, pricing naturally assumes increased weight in the marketing mix. We have found many companies reluctant to discuss their own processes. Some may wish to avoid betraying a lack of sophistication. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bestpracticeinpricingprocesses-140519092407-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This document reviews best practice in pricing processes to provide a reference against which current practices and proposals can be tested. Our objectives have been: to research the attributes of world-class pricing through publications and academic sources; to investigate how these attributes are applied in practice to products and services; to assess pricing processes in successful businesses. In recent years a new attitude toward pricing has emerged. Deregulation and international free trade agreements have increased competition. Price promotion has eroded the power of brand loyalty. Pricing has assumed greater importance to most businesses. As markets increasingly assume a global dimension, customers can more easily compare prices between one region or country and another, using the internet or a fax machine. They can often locate the same product, or an acceptable substitute, from another source. Customers are more demanding and fickle, and their expectations increasingly difficult to fulfil. Price inflation in western economies is now at its lowest for decades. Price increases are no longer accepted without protest from customers, if at all. The Chairman of General Electric has predicted the onset of the ‘Value Decade’. Global price competition will strengthen because of: reduced product differentiation; global over-capacity for production; significantly diminished trade barriers; efficient information and distribution systems; providing customers with easy access to the prices of suppliers; a growing lack of customers’ loyalty to individual suppliers. Choice will be increasingly driven by price. This is a challenging scenario that reinforces the need for an integrated strategy and concerted managerial action on pricing. Pricing processes have lagged behind developments in the market place. They are often characterised by internal conflict between accountants wishing to maximise profit per unit and marketing specialists who seek to maximise throughput. They are also affected by the potential for strained relations with good customers. Some companies have downsized their operations to a level where diminishing returns cause them to question the benefits of continuing to focus upon reducing costs. As they switch their attention from cost cutting to adding value, pricing naturally assumes increased weight in the marketing mix. We have found many companies reluctant to discuss their own processes. Some may wish to avoid betraying a lack of sophistication.

Best practice in pricing processes from Cheshire East Council

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0 Activity Based Costing /slideshow/activity-basedcosting/34760301 activitybasedcosting-140516051623-phpapp02
Few people would start a journey with a map that shows neither where they are nor where they are going. Yet many companies seek to compete without knowing the true cost, and profit, of their products or services, and customers. Directors often base corporate strategy on misleading information that supports bad decisions. This only helps competitors. Traditional financial information systems measure a company’s performance only in the aggregate. They may not help to find opportunities to increase competitiveness in the market place. To create more value and enhance their profitability, organisations in manufacturing and service require accurate information on costs. Activity Based Costing (ABC) can provide it. But organising an effective ABC initiative is not as simple as opening a book and beginning at Chapter One.]]>
Few people would start a journey with a map that shows neither where they are nor where they are going. Yet many companies seek to compete without knowing the true cost, and profit, of their products or services, and customers. Directors often base corporate strategy on misleading information that supports bad decisions. This only helps competitors. Traditional financial information systems measure a company’s performance only in the aggregate. They may not help to find opportunities to increase competitiveness in the market place. To create more value and enhance their profitability, organisations in manufacturing and service require accurate information on costs. Activity Based Costing (ABC) can provide it. But organising an effective ABC initiative is not as simple as opening a book and beginning at Chapter One.]]> Fri, 16 May 2014 05:16:23 GMT /slideshow/activity-basedcosting/34760301 SteveBrauner@slideshare.net(SteveBrauner) Activity Based Costing SteveBrauner Few people would start a journey with a map that shows neither where they are nor where they are going. Yet many companies seek to compete without knowing the true cost, and profit, of their products or services, and customers. Directors often base corporate strategy on misleading information that supports bad decisions. This only helps competitors. Traditional financial information systems measure a company’s performance only in the aggregate. They may not help to find opportunities to increase competitiveness in the market place. To create more value and enhance their profitability, organisations in manufacturing and service require accurate information on costs. Activity Based Costing (ABC) can provide it. But organising an effective ABC initiative is not as simple as opening a book and beginning at Chapter One. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/activitybasedcosting-140516051623-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Few people would start a journey with a map that shows neither where they are nor where they are going. Yet many companies seek to compete without knowing the true cost, and profit, of their products or services, and customers. Directors often base corporate strategy on misleading information that supports bad decisions. This only helps competitors. Traditional financial information systems measure a company’s performance only in the aggregate. They may not help to find opportunities to increase competitiveness in the market place. To create more value and enhance their profitability, organisations in manufacturing and service require accurate information on costs. Activity Based Costing (ABC) can provide it. But organising an effective ABC initiative is not as simple as opening a book and beginning at Chapter One.

Activity Based Costing from Cheshire East Council

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0 Planning, initiating, and managing change /slideshow/planning-initiating-and-managing-change/34567435 planninginitiatingmanagingchange-140512083208-phpapp02
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation. One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply. This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.]]>
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation. One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply. This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.]]> Mon, 12 May 2014 08:32:08 GMT /slideshow/planning-initiating-and-managing-change/34567435 SteveBrauner@slideshare.net(SteveBrauner) Planning, initiating, and managing change SteveBrauner Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation. One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply. This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/planninginitiatingmanagingchange-140512083208-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation. One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply. This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.

Planning, initiating, and managing change from Cheshire East Council

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0 Managing complexity /slideshow/managing-complexity-34477041/34477041 managingcomplexity-140509055501-phpapp02
Complexity in business arises from the diversity of markets, customers, products, processes, components (parts or materials) and suppliers that a company chooses to deal with. Most managers recognise that complexity comes at a cost - both in activities and overhead. But to be competitive, it is important to understand where and how the market rewards differentiation, and to root out all complexity that cannot be justified. Complexity can hinder the performance of supply chains and the proliferation of products can lead to excessive set-ups and costs during manufacture. Errors in forecasting can be magnified which may increase the chance of stock-outs and drive up the costs of distribution. But the answer is not to simply cull products indiscriminately from the range. Companies need to balance the costs of complexity with how the market values variety. Many low-volume products lose money after the associated costs of complexity are accounted for. And some products thought to be adding complexity are quite profitable, because they generate high margins. It may appear tempting just to eliminate ‘the tail’ of the portfolio of products. But the answer lies in understanding the inter-dependencies within the portfolio and pinpointing the trade-offs between the requirements of the market, revenues, costs, and stakeholders' ambitions for growth. People from Marketing, Sales, Development, Supply Chain and Manufacturing have different perspectives on what needs to be done. Only by collaborating can complexity be reduced and contained.]]>
Complexity in business arises from the diversity of markets, customers, products, processes, components (parts or materials) and suppliers that a company chooses to deal with. Most managers recognise that complexity comes at a cost - both in activities and overhead. But to be competitive, it is important to understand where and how the market rewards differentiation, and to root out all complexity that cannot be justified. Complexity can hinder the performance of supply chains and the proliferation of products can lead to excessive set-ups and costs during manufacture. Errors in forecasting can be magnified which may increase the chance of stock-outs and drive up the costs of distribution. But the answer is not to simply cull products indiscriminately from the range. Companies need to balance the costs of complexity with how the market values variety. Many low-volume products lose money after the associated costs of complexity are accounted for. And some products thought to be adding complexity are quite profitable, because they generate high margins. It may appear tempting just to eliminate ‘the tail’ of the portfolio of products. But the answer lies in understanding the inter-dependencies within the portfolio and pinpointing the trade-offs between the requirements of the market, revenues, costs, and stakeholders' ambitions for growth. People from Marketing, Sales, Development, Supply Chain and Manufacturing have different perspectives on what needs to be done. Only by collaborating can complexity be reduced and contained.]]> Fri, 09 May 2014 05:55:01 GMT /slideshow/managing-complexity-34477041/34477041 SteveBrauner@slideshare.net(SteveBrauner) Managing complexity SteveBrauner Complexity in business arises from the diversity of markets, customers, products, processes, components (parts or materials) and suppliers that a company chooses to deal with. Most managers recognise that complexity comes at a cost - both in activities and overhead. But to be competitive, it is important to understand where and how the market rewards differentiation, and to root out all complexity that cannot be justified. Complexity can hinder the performance of supply chains and the proliferation of products can lead to excessive set-ups and costs during manufacture. Errors in forecasting can be magnified which may increase the chance of stock-outs and drive up the costs of distribution. But the answer is not to simply cull products indiscriminately from the range. Companies need to balance the costs of complexity with how the market values variety. Many low-volume products lose money after the associated costs of complexity are accounted for. And some products thought to be adding complexity are quite profitable, because they generate high margins. It may appear tempting just to eliminate ‘the tail’ of the portfolio of products. But the answer lies in understanding the inter-dependencies within the portfolio and pinpointing the trade-offs between the requirements of the market, revenues, costs, and stakeholders' ambitions for growth. People from Marketing, Sales, Development, Supply Chain and Manufacturing have different perspectives on what needs to be done. Only by collaborating can complexity be reduced and contained. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/managingcomplexity-140509055501-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Complexity in business arises from the diversity of markets, customers, products, processes, components (parts or materials) and suppliers that a company chooses to deal with. Most managers recognise that complexity comes at a cost - both in activities and overhead. But to be competitive, it is important to understand where and how the market rewards differentiation, and to root out all complexity that cannot be justified. Complexity can hinder the performance of supply chains and the proliferation of products can lead to excessive set-ups and costs during manufacture. Errors in forecasting can be magnified which may increase the chance of stock-outs and drive up the costs of distribution. But the answer is not to simply cull products indiscriminately from the range. Companies need to balance the costs of complexity with how the market values variety. Many low-volume products lose money after the associated costs of complexity are accounted for. And some products thought to be adding complexity are quite profitable, because they generate high margins. It may appear tempting just to eliminate ‘the tail’ of the portfolio of products. But the answer lies in understanding the inter-dependencies within the portfolio and pinpointing the trade-offs between the requirements of the market, revenues, costs, and stakeholders' ambitions for growth. People from Marketing, Sales, Development, Supply Chain and Manufacturing have different perspectives on what needs to be done. Only by collaborating can complexity be reduced and contained.

Managing complexity from Cheshire East Council

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0 Assessing the value of the supply chain /slideshow/assessing-the-value-of-the-supply-chain/34440758 assessingvaluesupplychain-140508092348-phpapp01
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.]]>
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.]]> Thu, 08 May 2014 09:23:48 GMT /slideshow/assessing-the-value-of-the-supply-chain/34440758 SteveBrauner@slideshare.net(SteveBrauner) Assessing the value of the supply chain SteveBrauner Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/assessingvaluesupplychain-140508092348-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.

Assessing the value of the supply chain from Cheshire East Council

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0 How Collinson Grant helps retailers to maximise operational excellence /slideshow/20140407-retailing-maximising-operational-excellence-33641015/33641015 2014-140417063554-phpapp01
Collinson Grant helps retail businesses to become more profitable. Our consultants have worked in food, fashion, personal care, electrical, DIY and sporting goods; and for large multiples, specialist/niche chains, luxury brands and discounters. This presentation explains how we find opportunities for improvement in the supply chain, for savings at head office and in the procurement function, and describes the programme management skills we bring to bear to realise them. The work we do for retailers includes: improving the performance of supply chains; reducing costs of supply, improving merchandise availability; and minimising margin loss; installing and integrating multi-channel planning and operating processes; improving systems, organisation and controls, and reducing operating complexity and costs; increasing the effectiveness of procurement and reducing indirect expenditure on GNFR; reducing indirect costs and improving productivity of, and return on, assets employed – people, inventory, space and cash; improving operating results by managing change programmes or by restructuring after acquisitions or disposals. We apply tools and techniques used to improve performance at the sector's largest organisations. Our consultants are experienced senior managers who have completed major projects for Tesco, Levi Strauss Europe, Boots, Dixons, Argos, Marks and Spencer, Burberry and Kingfisher. Collinson Grant aims is to give clients a financial return worth ten times the amount spent on our services. We only recommend action if we believe it will lead to a sustained improvement. We are not afraid to give bad news, or to champion ideas that may not be welcome. Find out more at www.collinsongrant.com or e-mail Les Murray: lmurray@collinsongrant.com]]>
Collinson Grant helps retail businesses to become more profitable. Our consultants have worked in food, fashion, personal care, electrical, DIY and sporting goods; and for large multiples, specialist/niche chains, luxury brands and discounters. This presentation explains how we find opportunities for improvement in the supply chain, for savings at head office and in the procurement function, and describes the programme management skills we bring to bear to realise them. The work we do for retailers includes: improving the performance of supply chains; reducing costs of supply, improving merchandise availability; and minimising margin loss; installing and integrating multi-channel planning and operating processes; improving systems, organisation and controls, and reducing operating complexity and costs; increasing the effectiveness of procurement and reducing indirect expenditure on GNFR; reducing indirect costs and improving productivity of, and return on, assets employed – people, inventory, space and cash; improving operating results by managing change programmes or by restructuring after acquisitions or disposals. We apply tools and techniques used to improve performance at the sector's largest organisations. Our consultants are experienced senior managers who have completed major projects for Tesco, Levi Strauss Europe, Boots, Dixons, Argos, Marks and Spencer, Burberry and Kingfisher. Collinson Grant aims is to give clients a financial return worth ten times the amount spent on our services. We only recommend action if we believe it will lead to a sustained improvement. We are not afraid to give bad news, or to champion ideas that may not be welcome. Find out more at www.collinsongrant.com or e-mail Les Murray: lmurray@collinsongrant.com]]> Thu, 17 Apr 2014 06:35:54 GMT /slideshow/20140407-retailing-maximising-operational-excellence-33641015/33641015 SteveBrauner@slideshare.net(SteveBrauner) How Collinson Grant helps retailers to maximise operational excellence SteveBrauner Collinson Grant helps retail businesses to become more profitable. Our consultants have worked in food, fashion, personal care, electrical, DIY and sporting goods; and for large multiples, specialist/niche chains, luxury brands and discounters. This presentation explains how we find opportunities for improvement in the supply chain, for savings at head office and in the procurement function, and describes the programme management skills we bring to bear to realise them. The work we do for retailers includes: improving the performance of supply chains; reducing costs of supply, improving merchandise availability; and minimising margin loss; installing and integrating multi-channel planning and operating processes; improving systems, organisation and controls, and reducing operating complexity and costs; increasing the effectiveness of procurement and reducing indirect expenditure on GNFR; reducing indirect costs and improving productivity of, and return on, assets employed – people, inventory, space and cash; improving operating results by managing change programmes or by restructuring after acquisitions or disposals. We apply tools and techniques used to improve performance at the sector's largest organisations. Our consultants are experienced senior managers who have completed major projects for Tesco, Levi Strauss Europe, Boots, Dixons, Argos, Marks and Spencer, Burberry and Kingfisher. Collinson Grant aims is to give clients a financial return worth ten times the amount spent on our services. We only recommend action if we believe it will lead to a sustained improvement. We are not afraid to give bad news, or to champion ideas that may not be welcome. Find out more at www.collinsongrant.com or e-mail Les Murray: lmurray@collinsongrant.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2014-140417063554-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Collinson Grant helps retail businesses to become more profitable. Our consultants have worked in food, fashion, personal care, electrical, DIY and sporting goods; and for large multiples, specialist/niche chains, luxury brands and discounters. This presentation explains how we find opportunities for improvement in the supply chain, for savings at head office and in the procurement function, and describes the programme management skills we bring to bear to realise them. The work we do for retailers includes: improving the performance of supply chains; reducing costs of supply, improving merchandise availability; and minimising margin loss; installing and integrating multi-channel planning and operating processes; improving systems, organisation and controls, and reducing operating complexity and costs; increasing the effectiveness of procurement and reducing indirect expenditure on GNFR; reducing indirect costs and improving productivity of, and return on, assets employed – people, inventory, space and cash; improving operating results by managing change programmes or by restructuring after acquisitions or disposals. We apply tools and techniques used to improve performance at the sector's largest organisations. Our consultants are experienced senior managers who have completed major projects for Tesco, Levi Strauss Europe, Boots, Dixons, Argos, Marks and Spencer, Burberry and Kingfisher. Collinson Grant aims is to give clients a financial return worth ten times the amount spent on our services. We only recommend action if we believe it will lead to a sustained improvement. We are not afraid to give bad news, or to champion ideas that may not be welcome. Find out more at www.collinsongrant.com or e-mail Les Murray: lmurray@collinsongrant.com

How Collinson Grant helps retailers to maximise operational excellence from Cheshire East Council

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0 Psychometric assessments /slideshow/psychometric-assessments-25306946/25306946 psychometricassessments-130816062905-phpapp01
Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection for redundancy. An objective and appropriate methodology for assessment improves decision-making, reduces risk and increases confidence in the selection process. Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. This document describes how we go about organising group and individual assessments, their objectives and content, and the benefits. ]]>
Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection for redundancy. An objective and appropriate methodology for assessment improves decision-making, reduces risk and increases confidence in the selection process. Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. This document describes how we go about organising group and individual assessments, their objectives and content, and the benefits. ]]> Fri, 16 Aug 2013 06:29:05 GMT /slideshow/psychometric-assessments-25306946/25306946 SteveBrauner@slideshare.net(SteveBrauner) Psychometric assessments SteveBrauner Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection for redundancy. An objective and appropriate methodology for assessment improves decision-making, reduces risk and increases confidence in the selection process. Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. This document describes how we go about organising group and individual assessments, their objectives and content, and the benefits. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/psychometricassessments-130816062905-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection for redundancy. An objective and appropriate methodology for assessment improves decision-making, reduces risk and increases confidence in the selection process. Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. This document describes how we go about organising group and individual assessments, their objectives and content, and the benefits.

Psychometric assessments from Cheshire East Council

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0 Performance management /slideshow/performance-management-25269224/25269224 performancemanagement-130815055951-phpapp02
Collinson Grant has more than 40 years' experience of helping large organisations to improve efficiency and profitability. In many cases, improving the effectiveness of people and the work they do has played a pivotal role in the success of our assignments. This document outlines our approach and contains many tips which managers will find useful. You can find out more by visiting our website www.collinsongranthr.com. or by following us on LinkedIn: http://www.linkedin.com/company/collinson-grant-hr?trk=top_nav_home]]>
Collinson Grant has more than 40 years' experience of helping large organisations to improve efficiency and profitability. In many cases, improving the effectiveness of people and the work they do has played a pivotal role in the success of our assignments. This document outlines our approach and contains many tips which managers will find useful. You can find out more by visiting our website www.collinsongranthr.com. or by following us on LinkedIn: http://www.linkedin.com/company/collinson-grant-hr?trk=top_nav_home]]> Thu, 15 Aug 2013 05:59:51 GMT /slideshow/performance-management-25269224/25269224 SteveBrauner@slideshare.net(SteveBrauner) Performance management SteveBrauner Collinson Grant has more than 40 years' experience of helping large organisations to improve efficiency and profitability. In many cases, improving the effectiveness of people and the work they do has played a pivotal role in the success of our assignments. This document outlines our approach and contains many tips which managers will find useful. You can find out more by visiting our website www.collinsongranthr.com. or by following us on LinkedIn: http://www.linkedin.com/company/collinson-grant-hr?trk=top_nav_home <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/performancemanagement-130815055951-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Collinson Grant has more than 40 years' experience of helping large organisations to improve efficiency and profitability. In many cases, improving the effectiveness of people and the work they do has played a pivotal role in the success of our assignments. This document outlines our approach and contains many tips which managers will find useful. You can find out more by visiting our website www.collinsongranthr.com. or by following us on LinkedIn: http://www.linkedin.com/company/collinson-grant-hr?trk=top_nav_home

Performance management from Cheshire East Council

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0 Managing organisational design /slideshow/managing-organisational-design/24612666 managingorganisationaldesignsinglepage-130725074941-phpapp01
Organisational structure is a framework with a boundary. It must have a top and a bottom. Managers in successful businesses are clear about what they have to do and about the responsibilities of others; they know to whom everyone reports and who in turn reports to them; and these facts are widely communicated. There should be clarity about who has to make decisions and is accountable for outcomes. The structure of an enterprise greatly influences what it costs to run, and the design of that structure will affect everything that a business or institution attempts to do. Making profit is the primary purpose of a business in the private sector. Therefore, how and where profit is to be managed and measured is a principal factor in organisational design. This book is based on the lessons learned by Collinson Grant during more than 40 years of helping organisations become more efficient and profitable. It covers fundamentals, such as how to configure structure in the components of an organisation such as a department; the need to accommodate the staff and managers within a sound structural framework according to how many people there are, how they function and relate to each other to make processes work well; and how accountability is put in place. Particular concerns are layers of hierarchy and spans of control, of controlling costs by restricting the number of managers to what is strictly necessary, and of the relationships between operational and support staff. The book also explains the tools and techniques needed to design mangerial structures, the application of lean techniques, and various models of corporate devolution. To find out more, to go www.collinsongrant.com ]]>
Organisational structure is a framework with a boundary. It must have a top and a bottom. Managers in successful businesses are clear about what they have to do and about the responsibilities of others; they know to whom everyone reports and who in turn reports to them; and these facts are widely communicated. There should be clarity about who has to make decisions and is accountable for outcomes. The structure of an enterprise greatly influences what it costs to run, and the design of that structure will affect everything that a business or institution attempts to do. Making profit is the primary purpose of a business in the private sector. Therefore, how and where profit is to be managed and measured is a principal factor in organisational design. This book is based on the lessons learned by Collinson Grant during more than 40 years of helping organisations become more efficient and profitable. It covers fundamentals, such as how to configure structure in the components of an organisation such as a department; the need to accommodate the staff and managers within a sound structural framework according to how many people there are, how they function and relate to each other to make processes work well; and how accountability is put in place. Particular concerns are layers of hierarchy and spans of control, of controlling costs by restricting the number of managers to what is strictly necessary, and of the relationships between operational and support staff. The book also explains the tools and techniques needed to design mangerial structures, the application of lean techniques, and various models of corporate devolution. To find out more, to go www.collinsongrant.com ]]> Thu, 25 Jul 2013 07:49:41 GMT /slideshow/managing-organisational-design/24612666 SteveBrauner@slideshare.net(SteveBrauner) Managing organisational design SteveBrauner Organisational structure is a framework with a boundary. It must have a top and a bottom. Managers in successful businesses are clear about what they have to do and about the responsibilities of others; they know to whom everyone reports and who in turn reports to them; and these facts are widely communicated. There should be clarity about who has to make decisions and is accountable for outcomes. The structure of an enterprise greatly influences what it costs to run, and the design of that structure will affect everything that a business or institution attempts to do. Making profit is the primary purpose of a business in the private sector. Therefore, how and where profit is to be managed and measured is a principal factor in organisational design. This book is based on the lessons learned by Collinson Grant during more than 40 years of helping organisations become more efficient and profitable. It covers fundamentals, such as how to configure structure in the components of an organisation such as a department; the need to accommodate the staff and managers within a sound structural framework according to how many people there are, how they function and relate to each other to make processes work well; and how accountability is put in place. Particular concerns are layers of hierarchy and spans of control, of controlling costs by restricting the number of managers to what is strictly necessary, and of the relationships between operational and support staff. The book also explains the tools and techniques needed to design mangerial structures, the application of lean techniques, and various models of corporate devolution. To find out more, to go www.collinsongrant.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/managingorganisationaldesignsinglepage-130725074941-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Organisational structure is a framework with a boundary. It must have a top and a bottom. Managers in successful businesses are clear about what they have to do and about the responsibilities of others; they know to whom everyone reports and who in turn reports to them; and these facts are widely communicated. There should be clarity about who has to make decisions and is accountable for outcomes. The structure of an enterprise greatly influences what it costs to run, and the design of that structure will affect everything that a business or institution attempts to do. Making profit is the primary purpose of a business in the private sector. Therefore, how and where profit is to be managed and measured is a principal factor in organisational design. This book is based on the lessons learned by Collinson Grant during more than 40 years of helping organisations become more efficient and profitable. It covers fundamentals, such as how to configure structure in the components of an organisation such as a department; the need to accommodate the staff and managers within a sound structural framework according to how many people there are, how they function and relate to each other to make processes work well; and how accountability is put in place. Particular concerns are layers of hierarchy and spans of control, of controlling costs by restricting the number of managers to what is strictly necessary, and of the relationships between operational and support staff. The book also explains the tools and techniques needed to design mangerial structures, the application of lean techniques, and various models of corporate devolution. To find out more, to go www.collinsongrant.com

Managing organisational design from Cheshire East Council

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0 Managing indirect costs /slideshow/managing-indirect-costs-24094106/24094106 cgmanagingindirectcostsbook-130710065637-phpapp01
This book aims to help managers recognise, measure and control costs. Collinson Grant has been doing that for 40 years. And it is hard. The first challenge is to understand what influences costs and how they can be better related to outputs. The next is to find ways of keeping them under control, so that they rise only slowly when business is growing, but fall fast if turnover declines. These aims apply equally in services, manufacturing and the public sector. Direct costs are usually better recognised and understood because managers can see the direct relationship between the output and the effort and materials applied. Indirect costs, on the other hand, are a little more difficult to define, as this book shows. Overhead is a term often used, but it is neither precisely defined not properly understood by most managers. It can assume a grandeur and immobility that defy any rational attempt to bring it under control, let alone reduce it. But indirect activities can cover every effort: to support production; to serve customers; to run traditional 'back office' processes; and to develop and maintain the organisation. This very complexity offers opportunities and presents risks. It means that managers must learn the interrelationships between activities and costs, and the options these present to tighten control and reduce expenditure. Written by Collinson Grant's consultants, this book draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com ]]>
This book aims to help managers recognise, measure and control costs. Collinson Grant has been doing that for 40 years. And it is hard. The first challenge is to understand what influences costs and how they can be better related to outputs. The next is to find ways of keeping them under control, so that they rise only slowly when business is growing, but fall fast if turnover declines. These aims apply equally in services, manufacturing and the public sector. Direct costs are usually better recognised and understood because managers can see the direct relationship between the output and the effort and materials applied. Indirect costs, on the other hand, are a little more difficult to define, as this book shows. Overhead is a term often used, but it is neither precisely defined not properly understood by most managers. It can assume a grandeur and immobility that defy any rational attempt to bring it under control, let alone reduce it. But indirect activities can cover every effort: to support production; to serve customers; to run traditional 'back office' processes; and to develop and maintain the organisation. This very complexity offers opportunities and presents risks. It means that managers must learn the interrelationships between activities and costs, and the options these present to tighten control and reduce expenditure. Written by Collinson Grant's consultants, this book draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com ]]> Wed, 10 Jul 2013 06:56:37 GMT /slideshow/managing-indirect-costs-24094106/24094106 SteveBrauner@slideshare.net(SteveBrauner) Managing indirect costs SteveBrauner This book aims to help managers recognise, measure and control costs. Collinson Grant has been doing that for 40 years. And it is hard. The first challenge is to understand what influences costs and how they can be better related to outputs. The next is to find ways of keeping them under control, so that they rise only slowly when business is growing, but fall fast if turnover declines. These aims apply equally in services, manufacturing and the public sector. Direct costs are usually better recognised and understood because managers can see the direct relationship between the output and the effort and materials applied. Indirect costs, on the other hand, are a little more difficult to define, as this book shows. Overhead is a term often used, but it is neither precisely defined not properly understood by most managers. It can assume a grandeur and immobility that defy any rational attempt to bring it under control, let alone reduce it. But indirect activities can cover every effort: to support production; to serve customers; to run traditional 'back office' processes; and to develop and maintain the organisation. This very complexity offers opportunities and presents risks. It means that managers must learn the interrelationships between activities and costs, and the options these present to tighten control and reduce expenditure. Written by Collinson Grant's consultants, this book draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cgmanagingindirectcostsbook-130710065637-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> This book aims to help managers recognise, measure and control costs. Collinson Grant has been doing that for 40 years. And it is hard. The first challenge is to understand what influences costs and how they can be better related to outputs. The next is to find ways of keeping them under control, so that they rise only slowly when business is growing, but fall fast if turnover declines. These aims apply equally in services, manufacturing and the public sector. Direct costs are usually better recognised and understood because managers can see the direct relationship between the output and the effort and materials applied. Indirect costs, on the other hand, are a little more difficult to define, as this book shows. Overhead is a term often used, but it is neither precisely defined not properly understood by most managers. It can assume a grandeur and immobility that defy any rational attempt to bring it under control, let alone reduce it. But indirect activities can cover every effort: to support production; to serve customers; to run traditional 'back office' processes; and to develop and maintain the organisation. This very complexity offers opportunities and presents risks. It means that managers must learn the interrelationships between activities and costs, and the options these present to tighten control and reduce expenditure. Written by Collinson Grant's consultants, this book draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com

Managing indirect costs from Cheshire East Council

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0 Managing Restructuring /slideshow/managing-restructuring/24094004 cgmanagingrestructuringbook-130710065339-phpapp01
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring. Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls. It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams. Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com ]]>
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring. Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls. It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams. Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com ]]> Wed, 10 Jul 2013 06:53:39 GMT /slideshow/managing-restructuring/24094004 SteveBrauner@slideshare.net(SteveBrauner) Managing Restructuring SteveBrauner A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring. Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls. It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams. Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cgmanagingrestructuringbook-130710065339-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring. Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls. It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams. Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition. Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com

Managing Restructuring from Cheshire East Council

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0 Managing productivity /slideshow/managing-productivity/24060507 cgmanagingproductivitybook-130709101325-phpapp02
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration. Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com ]]>
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration. Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com ]]> Tue, 09 Jul 2013 10:13:25 GMT /slideshow/managing-productivity/24060507 SteveBrauner@slideshare.net(SteveBrauner) Managing productivity SteveBrauner To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration. Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cgmanagingproductivitybook-130709101325-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration. Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com

Managing productivity from Cheshire East Council

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0 Employment law for line managers /slideshow/cg-employment-law-single-page/24021511 cgemploymentlawsinglepage-130708101543-phpapp02
An essential guide to UK employment law for everyone involved in managing people. It covers contracts of employment, employment rights, pay and hours, holidays, family matters, flexible working, trades unions, equality and discrimination, changing terms and conditions, dismissal, discipline and grievance, redundancy, redundancy payments, consultation, employment tribunals, and collective labour law.]]>
An essential guide to UK employment law for everyone involved in managing people. It covers contracts of employment, employment rights, pay and hours, holidays, family matters, flexible working, trades unions, equality and discrimination, changing terms and conditions, dismissal, discipline and grievance, redundancy, redundancy payments, consultation, employment tribunals, and collective labour law.]]> Mon, 08 Jul 2013 10:15:42 GMT /slideshow/cg-employment-law-single-page/24021511 SteveBrauner@slideshare.net(SteveBrauner) Employment law for line managers SteveBrauner An essential guide to UK employment law for everyone involved in managing people. It covers contracts of employment, employment rights, pay and hours, holidays, family matters, flexible working, trades unions, equality and discrimination, changing terms and conditions, dismissal, discipline and grievance, redundancy, redundancy payments, consultation, employment tribunals, and collective labour law. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cgemploymentlawsinglepage-130708101543-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> An essential guide to UK employment law for everyone involved in managing people. It covers contracts of employment, employment rights, pay and hours, holidays, family matters, flexible working, trades unions, equality and discrimination, changing terms and conditions, dismissal, discipline and grievance, redundancy, redundancy payments, consultation, employment tribunals, and collective labour law.

Employment law for line managers from Cheshire East Council

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0 https://cdn.slidesharecdn.com/profile-photo-SteveBrauner-48x48.jpg?cb=1523566409 I am a skilled communicator with a track record of exceeding the expectations of employers and clients. My career has encompassed senior managerial roles in the media, devising and leading promotional and marketing campaigns, media training for executives, media relations, and content marketing (see examples below). www.collinsongrant.com https://cdn.slidesharecdn.com/ss_thumbnails/restructuringingermany-140605083633-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/restructuring-in-germany/35524835 Restructuring in Germany https://cdn.slidesharecdn.com/ss_thumbnails/leantransformation-140604083942-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/lean-transformation-35479138/35479138 Lean transformation https://cdn.slidesharecdn.com/ss_thumbnails/benchmarking-140602105050-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/benchmarking-35391430/35391430 Benchmarking