Sydney Consulting Corporation - The SCC Change Management Process

Australian Vinyls Corporation

The project achieved its objectives, implementing an efficient and effective planning process along with performance measures which cascade from the business plan.

Introducing structure and speed to the change management process

Mastering the change process

To tackle organisational change, you need a proven framework to deliver fast results with the lowest possible level of risk. At Sydney Consulting we manage this by installing a series of clear and structured project phases. This allows our clients to reduce the project into smaller manageable pieces, executed in logical sequence. It also provides a Return On Investment (ROI) in the shortest possible time frames.

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Addressing and minimising risk

If you decide to commence the project we propose, we require no contract for completion of the project, only your agreement to commence. Part of that agreement is your commitment to participate in a weekly Steering Committee (SC). The SC decides each week if progress against the original cash flows and project timetable is satisfactory. If you decide progress is not satisfactory, you may terminate the project forthwith. You are under no obligation to provide any reason for your decision. The SC has proven highly successful in bringing both parties to focus on project issues.

The four steps to project success

1. Initial business review phase

After extensive information gathering, our consultants will:

Quantify the financial impact of waste and identify root causes.
Present the details of our findings to you.
Propose a detailed approach to delivering both financial and operational benefits (this may contain significant elements of a LEAN approach.
Create specific cash flows to provide a timetable for the actual change project.

Sydney Consulting will then present you with a preliminary project plan. The decision to proceed is then in your hands.

2. Definition phase

This phase defines the extent of waste caused by lost time, poor utilisation, rework and poor quality outcomes. It will consider the full value chain from initial customer contact to the delivery of the finished product or service.

During this phase we look at the historical best performance of cycle times, capacity utilisation and productivity. We then determine the existing frame work within which new systems and behaviours can be developed to resolve the root causes of waste.

3. Development phase

Working with your team, this phase incorporates the targeted development of new processes, procedures, job structures, system elements, information and review processes. This phase may also include the design of new forecasting, planning, scheduling and reporting tools that will be integral components of the MCS. In addition, development of formal performance goals across all KPIs and the definition of new review and reporting procedures, new role/job definitions and management education may be necessary.

The development phase is the prelude to real physical change.

4. Implementation phase

Early results are an important driver in a project, and so the implementation phase starts early in the project. You can expect to see results within six to eight weeks.

At specific agreed dates, the team will adopt elements developed in the previous phase. Included are behavioural elements of the MCS as well as the planned physical changes.

During the implementation phase our consultants provide a strong coaching and support base for all your staff involved in change. Our educators will run formal workshops, respond to concerns and monitor individual progress.

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Perpetuation

This is an optional audit and coaching focused phase directed at specific individuals and problems that may need more intensive development. It also allows for factors that may vary from project to project such as staff turnover, the number of new roles/jobs introduced and the level of resistance encountered during the project for all reasons.

Sustainability

There are a number of features our program offers in relation to sustainability, they include:

Clear project ownership and benefits evaluation by all levels of the client organisation
The latest and most effective management approaches including LEAN methodology
Unambiguous agreement on the goals of the change project
Formal risk management and review procedures for the Project Steering Committee (SC)
Clear distinction between accountability for delivery of performance outcomes and responsibility for activity within the operation of the Management Control System (MCS)

The bottom line

At Sydney Consulting much of our success is drawn from our ability to help people understand both their individual roles and "the big picture" in the change process. We also help our clients to measure our performance in the same way we measure theirs - at short intervals.

Contact us to discuss a review of your company's performance and what results a Sydney Consulting Change Management Process can deliver.

Pfizer Pty Ltd

" The highly skilled project managers assisted us in scoping and structuring each project. They manned them with the most appropriate mix of internal staff and external contractors so as to provide the most cost efficient solution within the specified time frame. "

John Latham
Finance Director
Pfizer Pty Ltd

Austar United

" Thank you for the excellent results and professional way in which the program was conducted. I believe we are well on our way to gaining the entire benefit that was identified during Sydney Consulting's original analysis. "

John Porter
Chief Executive Officer
Austar United
Communications

TDG Autocare

"...the new level of enthusiastic energy now visible in the branch has started to deliver bottom line results almost immediately. I am firmly convinced that these results are sustainable, as are the behaviours that underpin them. "

Wayne Smith
Managing Director
TDG Autocare