I started conducting structured Operations Assessments for my clients 20 years ago. My first engagement of this type came about as a result of my client’s CEO confiding in me that he knew that there were numerous opportunities for improvement in his organization, but he just didn’t know where to start.

To help him focus and prioritize, we talked to his employees, observed his operations, talked to some of his customers (past and present), and reviewed all of the performance data we could get our hands on. As a result, we were able to develop a focused improvement plan that, when execute, resulted in measurable impact on that firm’s performance.

Since then, I have seen the value of the “outsider looking in”, over and over again. In many cases, management is simply too immersed in the day to day operations of their business to be able to step back and take an objective, longer term look at performance improvement opportunities. I have also been surprised at how reluctant management is to get performance improvement input from employees and customers. In my experience, employees and customers have great input that is invaluable to any management team focused on improving their company.

Over the past 20 years, I have refined my approach to Operations Assessments to ensure that it is comprehensive, and that an engagement of this type prioritizes improvement opportunities to help my client get better results faster. Here’s what we do in an engagement of this type:
Goals and historical data are reviewed for consistency and trends.
Managers, non-managers, customers, and stakeholders are surveyed or interviewed to gather input about strengths and improvement opportunities.
Policies and standard operating practices are reviewed for effectiveness and compliance.
Critical process flows are mapped to identify opportunities to improve operational efficiency.
A specific set of prioritized improvement actions are developed, including a timetable for implementation.

If you think that an “outsider looking in” would help you further refine and focus your improvement activities, please contact me via email: Doug@thedougwilliamsgroup.com, or give me a call at 305-598-9880. Also, our firm’s client lists, experience profiles, client case studies, and professional references are all available at this site: www.thedougwilliamsgroup.com

Warm personal regards,

Doug Williams
Chief Executive Officer.