Business Management Health Assessment (BMHA)
“Designed for the Manufacturing Industry”
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ORGANIZATION CHANGE READINESS
As mentioned in Part 1 of this mini-BLOG series, the topic focus is around the principle of Organization Change Readiness. Organization change is a fine art and is the most difficult part of the transformation journey.
This week, we will focus on Change readiness related to Technical Capability and Product Change Readiness.
So, lets begin with Technical Capability. As a manufacturer, this management domain covers many internal functions. If you are a make-to-print (MTP), or have design authority, every department within your organization has a level of technical capability. The question here is, does your organization have a good solid foundation on how technical IP and data is developed, managed, and controlled? The reason for asking the question is that for change to happen successfully, your ducks need to be in a row to not only sustain business during the transformation but be in a healthy state to evolve into what ever change your company plans to undergo. Thus, being “ready” for change.
Change agents & leadership needs to look at the technology capability within the company to know there is high confidence that your systems will support where you are today and where you will be in ‘transformation tomorrow’. If that confidence level is either low or unknown, then your company is not ready. Don’t start!
Further, likely the future state is looking at product and/or service enhancement to realize business opportunities. This is even more reason to get the ‘ducks in a row’ to support a successful transition for business eligibility. The customer supplier management team are keen in seeing if a manufacturing supplier is ready for incremental business. They do not want to hand-hold a supplier every step of the way. That is what they pay a company like yours to do – plan, manage, control, and evolve. Customers are looking more for vertical integration and technical capabilities to support their business plans.
Not unlike the aforementioned, the product and/or services need to be in a state to support the step for change. If you are a manufacturer that wants to provide a more vertically integrated product (i.e. Component surface treatments in addition to basic manufacture), then the product you offer needs to be in a state to support that initiative.
Perhaps the product you manufacture is partially produced in your factory and finished with value-add activity within your supply chain. You may have to consider that in order to take the next step of product evolution, you may have to repatriate services internally to capture the desired business. It may be that to capture the desired business, your product spectrum may need to be increased with mating components (e.g. providing assemblies) that your customer needs for the production line coupled with reducing supply chain costs. Many things such as this need to be considered.
Perhaps your team is on the way for development. Ask yourself, do we have a clear roadmap of the plan with checks-in-balance? Do you have the right team on point to support the transition journey?
When LYNXBMG performs a business management health assessment (BMHA), we look at various business-related categories that contributes to the business you have.
Next weeks article will be focused on Competitor Barrier change, Customer prepared for change to happen in your organization, and lastly, Product Pricing change.
Until then, we hope you have taken away some useful and thought provoking information. Please reach out to us any time via our Contact Us link. We look forward to hearing from you.
The BMHA is an efficient LYNXBMG auditing and business development process assessing eight operating key business management principles & institutional processes.
Extended support by LYNXBMG enables manufacturers like you to execute continual improvement through mentoring of personnel and optimization of your operating processes.
Flexible Product Options:
With a completed BMHA, we guarantee leadership will have clarity on:
- The level of congruence within the functions planning, managing, and controlling the company.
- The level of congruence and integration of the management processes used to drive the company.
- The alignment of the business plan to the company’s core objectives.
- Strengths, weaknesses, opportunities, and threats within the company.
- Opportunities for cost reduction and performance improvements affecting overall equipment efficiency (OEE).
- Procurement and purchasing leverage opportunities.
- Operations and Quality Assurance alignment.
- Organization readiness & prioritization of what to focus on to develop the business.
- Progressive steps to achieving a lean enterprise.
- Expected ROI from development actions taken ~ 500+% based on OEE improvement to manufacturing quality, efficiency, resource allocation & management processes.