Areas of Expertise

If there is a recurring theme in restructuring companies it is this: The overall objective is to recreate the business into an organization that delivers superior performance. Superior performance today means creating an optimum mix of minimizing operating and product costs, response time, and cash needs while maximizing market share, organizational flexibility, and profitability. There are always tradeoffs that must be made against each of these competing objectives. The relative importance of each one to the overall success of the business is the strategic question that must be answered. It is answered by creating the strategic plan for the business. Once a strategic plan is created an operational plan can be created to support this strategic vision. We have expertise and experience in implementing all of the techniques and tools listed in this section to support both of these planning activities. Listed below are the definitions of the processes and tools used to create these plans.

Strategic Business Planning

The main point of this process is to define the value principle provided to the market by the business. In all cases, the result of this process is a commitment to redefine or strengthen this value principle. As a document the strategic plan itself defines the company's reason for being and what drives the entity. The strategic plan defines the company's niche in the competitive marketplace and defines the direction and actions necessary for success. All employees, vendors and customers must understand the company strategy and their efforts must be guided and measured against the plan. This planning process defines where the shortfalls and opportunities exist in the following areas: Markets and Distribution Channels, Products and Engineering, Manufacturing Operations and Distribution, Finance, and Organization and Personnel. The tools used in this process are listed below:

Structural Operations Planning

Once the strategic plan is defined the next step is the re-engineering or restructuring of the operational part of the business to support the plan and its objectives. Often the objective is to create improved profitability and cash flow, cost reductions, greater throughput, reduced inventory, and quicker response overall. The key to implementing improvements in operations is the rapid identification, prioritization, communication, actioning, and measurement of action steps. 

There are a great number of tools that can be used in this improvement process. Many are overall themes and business approaches while others are unique disciplines or processes. We measure the use of each tool or process in light of how it supports the strategic plan. We then integrate the appropriate tools together as needed. The tools and concepts we most frequently use are shown below: 

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