Tag Archives: Continuous Improvement

If you’re considering hiring a management consultant to improve efficiency, reduce waste, optimize processes, or streamline workflows, you may be wondering how it all works and if it will disrupt your operations.

Management consultants serve as a trusted resource with a fresh set of eyes to analyze your operations and work together with your team to drive process improvements. Yes, you can do this internally and obtain results.  However, teaming up with consultants will accelerate your efforts while augmenting the deliverables, all while your team maintains focus on your #1 priority – your customers.

Management consultants can provide you with the expertise and boots-on-the-ground help to maximize your improvement efforts. Here’s a rundown of how the partnership works.

What is a management consultant?

Management consultants are experts in efficiency and process improvement, who come into a business, analyze your operations, identify gaps and inefficiencies, and then implement positive, impactful change. Implementation is a key difference between a management consultant and a boardroom consultant. Boardroom consultants’ work generally ends with recommendations for change. A management consultant gets into the thick of it, guiding and working with employees to effect that change.

As described in “Management Consultants vs Boardroom Consultants: Which is Right for You?”, management consultants start by listening and learning, then involve your entire team in the improvement process… from C-suite executives to frontline workers.

While C-suite participation is vital in their process, the nuts-and-bolts of the work centers on the employee level at the point of execution. That’s the best way to get to the root of the challenges, uncover opportunities for greater efficiency, optimize processes and in the end, increase profits.

With a management consultant, you can expect:

• Boots-on-the-ground involvement in your operations.
• A collaborative, team-first approach.
• A deep dive into your business.
• Process analysis and guidance in their methodologies.
• Involvement from employees at the epicenter of the process improvements.
• A roadmap for sustainability that includes the training of your people.

Here’s a primer in how management consultants team up with your organization.

Assess and analyze

It’s critical to first understand the client’s current state of operations (The “As Is”), employee behaviors and disciplines they are using to get the job done.

That’s why management consultants typically start by listening and learning to get a thorough understanding of a client’s current outcomes, their ideal outcomes and the gap that exists between the two.

For example, a food processing plant is getting X amount of throughput per shift. Ideally, they’d like to increase it by half. Is that goal feasible, and if so, what’s the best way to get there?

In this initial information-gathering phase, consultants perform a comprehensive analysis of your systems, procedures, and more. This system review tells the story of a company’s process and can depict how it will look with the deficiencies from current state corrected. It shows the flow of data, actionable information and decision-making points in a closed loop environment.

Process improvement methodologies

Management consultants use various process improvement methodologies and tools, depending on the needs of the project. They include:

Lean Six Sigma. LSS is a combination of two powerful methodologies, Lean, which focuses on limiting waste in a process, and Six Sigma, which focuses on increasing quality.

Sales, Inventory, and Operations Planning (SIOP).  SIOP aligns sales, inventory and operations planning functions to improve demand forecasting, efficiency, supply chain performance and more.

Employee Involvement Prototype (EIP) Process. The EIP process is unique to USC Consulting Group where we validate and measurably implement positive changes at a grassroots level. Your employees are the most vital components to every project and having them write the narrative to success is vital.  However, there are tactical steps that need to be followed in the EIP process and the strategy USC imparts is critical.

AI, Machine Learning, and Predictive Analytics. Much like Netflix’s use of predictive analytics created a seismic shift in consumer expectations, this technology is transforming operating procedures and processes. Predictive analytics helps companies better understand what’s occurring in any given process, refine and optimize processes, and more. But it also needs the human touch. People aren’t getting replaced by the bots in this area any time soon.

Prototype

Prototyping is a technique management consultants use that can be best described as starting small. Say a client has a manufacturing plant filled with machines that process their product. Prototyping involves choosing one area, one machine, one shift, and rolling out the plan for change in just that one place.

It serves as a pilot to demonstrate the effectiveness of new procedures, policies and practices.

The team of client and consultants outlines their plan and goals for any given day, or any given shift. After the day or shift is over, they compare their results to their plan. How did it work? Did they hit the mark? Why, or why not? What are the issues? Where are the bottlenecks? If they fell short, why? What can they do better on the next shift?

This part of the process involves weekly meetings with employees, managers and even the top brass to hash out these questions and devise solutions together.

Rollout

When the prototype is bullet-proof, it’s time to roll out the process companywide. Consultants may do this phase in stages, adding one or two more machines to the mix and repeating the prototyping process.

This phase constitutes the bulk of the project and involves careful monitoring, analyzing and reporting to measure its effectiveness and success.

Educate and support

Solid change management is critical and one of the most important elements of that is to involve employees in the new processes, policies and procedures from the beginning. Educating the client’s employees on the how and why changes are made is the key to lasting success and ensures sustainability for the process improvements.

At USC Consulting Group, we are management consultants. We roll up our sleeves and engage with our clients to implement positive, impactful change, both financially and operationally. It’s very much a “with” and not “to” attitude.

If that approach sounds right for your needs, give us a call. We’ll be happy to talk with you about the positive change we can bring to your company.

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You’ve hit a snag in your operations. You’re wondering if your manufacturing line could be more productive. Your demand forecasting didn’t hit the mark. You’d like to increase your throughput without adding machines.

Whatever the reason, you’re thinking about bringing in an outside consultant to ramp things up. Now what?

You’ll find two types of consulting firms out there. Boardroom consultants and Management consultants. What are the differences between the two approaches? Which is best for your situation?

Here’s a consultant primer to help you sort out those questions and make the right choice.

Boardroom consultants

Boardroom consultants do most of their work with the upper management of the company. They typically come in, perform a three-to-four-week analysis of a client’s operations, provide a report of their findings, give recommendations for improvements, and then head out the door leaving the client to implement their recommended changes.

With a boardroom consultant, you can expect:

• High-level strategic analysis of a client’s operations to identify issues, challenges, and snags.
• A report including a strategic roadmap of recommendations for change, which may include industry trends and information about competition.
• An objective perspective through “fresh eyes.”
• Industry best practices, insights and experience.

These are valuable strengths that can benefit companies, no doubt. If what you’re looking for is an analysis of your operations from an outside perspective, this type of consulting can get the job done.

However, boardroom consultants have their limitations, including:

• No direct involvement in the implementation of the changes they recommend.
• No training for your people to effect the changes, so they might not translate into actionable plans.
• Possible disconnect between what people on the front lines think and what these consultants recommend.

Management consultants

Management consultants start by listening and learning… and not just in the boardroom.

Management consultants value and rely on C-suite participation in their process, but the bulk of the work centers on the employee level, at the point of execution where the job gets done.

As a part of their process, management consultants work on the front lines with employees. In their view, that’s the best way to get to the root of the problem and uncover ways for the company to become more efficient.

With an management consultant, you can expect:

• Boots-on-the-ground involvement in your operations.
• A collaborative approach that involves your team every step of the way
• Process analysis and guidance in their methodologies.
• Involvement from employees at the epicenter of the process improvements.
• A roadmap for sustainable processes that includes the training of your people.
• Quick results as they ramp up for companywide deployment of solutions.

Factors to consider when choosing the right type of consultant

How do you know which approach is right for you? Consider these factors:

• Size and scope of your project. If you have a small-scale need that can benefit from a fresh set of eyes and outside perspective, you might consider a boardroom-type consultant. For larger projects that may require complex methodologies like Lean Six Sigma, a management consultant with hands-on capabilities is a better fit.
• Internal capabilities. If you need extra horsepower to get the job done, a management consultant may be the best fit since they implement the changes with your team.
• Workplace disruption. Boardroom consultants don’t typically disrupt the day-to-day process of getting the job done, while management consultants are in the thick of it, involving employees in the process. Remember, however, that management consultants act as extra horsepower for your team, so they can be driving the changes as the bulk of your staff concentrates on getting the job done.
• Leadership style. If you simply want recommendations for change and not hands-on involvement, a boardroom consultant may be the better fit.
• Sustainability. If this is a one-off project and not something you want to integrate into your ongoing operations and processes, a boardroom consultant is more in line with your needs. If you are looking for sustainable improvements in things like throughput, speed and efficiency, a management consultant is the way to go.
• Budget. Typically, management consultants, with their deep dive into your business and boots on the ground approach, cost more than boardroom consultants. But that’s just upfront costs. The changes and efficiencies brought about by management consultants meet or exceed ROI within a few weeks or months.

At USC Consulting Group, we are management consultants. We roll up our sleeves and engage with our clients to implement positive, impactful change, both financially and operationally. It’s very much a “with” and not “to” attitude.

If that approach sounds right for your needs, give us a call. We’ll be happy to talk with you about the positive change we can bring to your company.

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Industry standards serve as essential benchmarks, establishing a baseline for operational excellence and competitive differentiation. They guide organizations in implementing best practices, ensuring compliance, and maintaining quality. However, merely adhering to these standards is insufficient; businesses must translate them into actionable strategies with measurable goals to foster continuous improvement and drive growth. In fact, some goal-setting statistics indicate that setting challenging but achievable goals leads to 90% better performance.

Turning standards into strategies involves a systematic approach, where organizations identify specific objectives aligned with industry benchmarks. These objectives should be quantifiable, allowing for the monitoring of progress and outcomes. By doing this, your organization can track its performance, make informed decisions, and pivot when necessary.

Leveraging tools and frameworks is critical to effectively achieving these measurable goals. They provide a structured implementation methodology, including data collection, analytics, and performance tracking techniques. Utilizing these resources ensures your strategies are well-defined and adaptable, ultimately elevating operational practices and driving sustainable success.

Beyond Standard Operating Procedures: Going Further

While most businesses use standard operating procedures (SOPs) to ensure consistency and compliance within an organization, they are not enough to propel a company toward continuous improvement and innovation. SOPs outline how tasks should be performed; however, without measurable goals, your organization may lack defined targets for assessing performance and driving enhancement. Measurable goals create benchmarks that enable teams to identify areas for improvement and innovate beyond established practices.

Leadership plays a crucial role in this process. Leaders must establish clear, actionable goals that align with industry standards while inspiring their teams to embrace a culture of excellence. By setting these objectives, you can empower your staff to take ownership of their performance and contribute to the organization’s strategic vision.

Continuous feedback loops foster improvement, motivating teams to pursue innovative approaches to meet and exceed established benchmarks. Ultimately, bridging the gap between SOPs and measurable goals, guided by proactive leadership, can position your business for sustainable growth and adaptability in a dynamic marketplace.

Collaborative Tools for Defining and Achieving Goals

Online brainstorming tools are powerful platforms for teams to visualize and organize their goals effectively. These tools enable real-time collaboration, allowing team members to share ideas, feedback, and insights in an interactive space. This collective input fosters creativity and ensures that diverse perspectives are included when defining objectives.

Mind mapping is a specific technique within these tools that helps teams outline their goals visually, linking related ideas and priorities. By creating a graphical representation of thought processes, your team can identify connections between objectives, ensuring a cohesive understanding of strategic direction. This clarity promotes strategic alignment, making prioritizing tasks and allocating resources easier.

Collaborative brainstorming sessions further enhance this alignment by encouraging open dialogue among team members, leading to innovative solutions. As teams engage in structured discussions, they refine their goals, making them more measurable and actionable. The combination of mind mapping and collaborative brainstorming ultimately drives measurable results by providing a framework for continuous improvement and keeping everyone focused on shared objectives.

Tracking Progress: Measuring Success

Regularly tracking progress toward goals is crucial for ensuring alignment with business objectives and fostering a culture of accountability. It can allow your organization to identify successes, address challenges, and make informed decisions for continuous improvement.

Performance dashboards are powerful tools that provide real-time insights into key performance indicators (KPIs). They enable businesses to monitor their status against established goals. By visualizing metrics through dashboards, your team can quickly assess performance trends and take necessary action.

To maintain accountability, your organization should implement regular check-ins and performance reviews, fostering an environment of open communication among team members. Establishing clear KPIs that are specific, measurable, attainable, relevant, and time-bound (SMART) ensures that everyone understands their roles in achieving these milestones.

Performance data must guide decision-making when adjustments are needed. Encouraging your team to remain flexible and responsive can enhance adaptability, allowing businesses to pivot strategies based on real-time information. Overall, a structured approach to tracking progress and embracing a culture of transparency drives sustainable growth and success.

Conclusion: Driving Success with Strategy and Measurement

Transforming standards into strategic initiatives is essential for achieving sustainable success in today’s competitive landscape. By establishing clear, measurable goals, your business can enhance alignment, boost accountability, and foster continuous improvement. Leveraging tools like performance dashboards enables organizations to monitor progress in real time, while regular check-ins promote open communication and adaptability.

To thrive, your organization must prioritize implementing structured strategies that cultivate a culture of measurable success. We encourage businesses to take proactive steps: define your standards, develop actionable goals, and utilize performance tracking tools. Embrace transparency and adaptability as cornerstones of your operational framework.

Committing to this approach will elevate your business practices and empower your team to drive innovation and achieve extraordinary results. Start today and make measurable success a cornerstone of your strategy.

*This article is written by Ainsley Lawrence. View more of Ainsley’s articles here.

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There is one element of an organization that holds significantly more value than any other aspect and yet many companies overlook it.

Focusing on this critical piece of your business leads to increased productivity, improved efficiency and safety, and higher customer satisfaction.

This essential asset… your employees.

At USC Consulting Group, we understand the value of your people and why it is so vital to empower them to be the best they can be.

One key to our success is a strategy we call the Employee Involvement Prototype (EIP) process. This gets to the heart of what makes companies tick.

The EIP process is one of the cornerstone techniques USC uses to validate and measurably implement changes to a company’s management operating system. The secret of it all is getting onto the shop floor at the point of execution and talking to employees to obtain their feedback and insights.

But change is hard

We’ve been in the consulting business since 1968 and have learned a few things about change in that time. When we go into a company, it’s because something isn’t working and needs to be tweaked, optimized or even overhauled. That usually involves changing the way things are done, day to day. But here’s the thing about change. It’s difficult and people don’t love it, especially if it’s coming from a consultant.

In the end, when we’ve finished our work and the company is functioning more efficiently and effectively, like a well-oiled machine, people are happy with the changes we’ve implemented. But it can get pretty dicey when you tell a shift boss who has been on the job for decades that the “way they’ve always done it” can be improved upon. It messes with their sense of competency, job satisfaction and know-how.

That’s why the EIP process is such a powerful ally.

Why the Employee Involvement Prototype process works

The Employee Involvement Prototype process is a method of introducing change on a small scale that involves the people who do the work. You can’t change the whole plant at once, we need a good point to start.

First, together we pick an area that has a need to improve and is open to change. An area where we can start to fill in the gaps and address the issues we have observed. Then, design or enhance the needed tools and demonstrate our techniques. We have open dialogue between USC, the employees and on up to management with daily meetings. These meetings are held on the floor, in the area where the work takes place.

We spend time observing how things are currently done. We talk to the employees on the front lines and ask for their input.

• What did they observe?
• What are the logjams and impediments to them getting the job done?
• Are they happy with the way things currently are?
• How do they think things might be improved for tomorrow?
• Is there a better way?

The answers to these questions become employee identified opportunities for improvement.

And it’s not just us out there. We involve the top brass at the company and encourage them to walk the shop floor with us.

Along the way as we’re rolling out changes, we have daily EIP meetings. The key agenda points are:

• What did we like?
• What didn’t we like?
• What do we need to do differently?

You find a lot of wisdom on the shop floor from people who have spent years, even decades, doing the job.

It allows us to identify the root cause of operating problems and implement permanent solutions.

This simple tactic works on many levels. Here’s how and why:

Employee buy-in. When change is foisted on people, they don’t like it. They might even fight against it and undermine it. But when you involve employees in creating change, that creates ownership, pride and ultimately, buy-in. They become the champions for the change.

Demonstrates the USC difference. Employees can be quite skeptical of outside consultants. The EIP is a very rapid and concrete way for the company leadership to show their employees that this effort is different. They have likely never seen their managers and executives in the workplace striving to fix issues.  We spend the shifts in the area, seeing the process in action and demonstrating that we are interested in what is really going on.

Quick results. We call the EIP a starting point, a “pilot” in which we begin with one machine or in one area of a plant where we can start to engage the client in the change process, the tools we use, and how it all works. It allows us to start small, and if something isn’t working, we can correct it quickly.

Bottom line, it’s all about involving employees in the changes we’re making. In the end, they’re the ones whose day-to-day will change, so they should be part of the team that uncovers the problems and finds solutions.

For more info into what USC Consulting Group does and how we do it, read “How USC Consulting Group Accelerates Your Process Improvement Efforts.”

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Businesses across the nation are adjusting to slimmer profit margins. The Financial Times reports that price spikes, labor shortages, and supply chain struggles are continuing to eat into profits while consumers are spending less in response to inflation.

As a business leader, you can discover new levels of profitability and boost your bottom line by maximizing efficiency in the workplace.

This is particularly important today, as modern workers report that they are only productive for 2 hours 53 minutes per day. As a leader, reclaiming this lost productivity should be your top priority while keeping staff healthy and happy.

Cost Savings

Rising costs will undermine your profits if you fail to adjust. This is true regardless of what stage of business growth you are in today. Even well-established brands can suddenly go bust if they ignore rising costs and become overleveraged with debt.

Continuously re-evaluating your operations will help you discover costly bottlenecks and address fundamental issues. Adopting a process improvement mindset can help you respond to industry changes and remain relevant for consumers. Further cost-saving benefits of process improvement include:

• Improved time allocation for lower labor costs;
• Streamlined production to reduce variable costs;
• More responsible scaling for responsible growth.

Embracing process improvement can improve your firm’s ability to meet compliance requirements. This is helpful if you plan on growing your business and want to avoid fees and fines due to ineffective compliance protocols.

Employee Wellbeing

Your employees are the backbone of your business. Without them, efficiency would grind to a halt. However, many business leaders overlook employee wellbeing when profitability starts to decline.

If you want to enhance your operational efficiency, then keeping your employees healthy and happy should be a priority. Unhealthy, unhappy staff are extremely expensive, as you will be forced to pay for sick leave and will have to bring on new hires when they leave for greener pastures.

Stress can have a profound impact on employee well-being and health, too. Left untreated, chronic stress can increase the risk of musculoskeletal disorders, hypertension, heart attack, and stroke. Employees who are stressed are also more likely to suffer from oral ailments like gum disease, tooth decay, and cankers. This will sideline your employees and leave you short-staffed when you need employees the most.

Increasing Safety

Nothing will derail your business like an accident at work. In 2021 alone, workplace accidents and injuries cost a total of $167 billion. Injuries and accidents also resulted in 103,000,000 lost days of work, as many employees have to take extended time away after a mishap.

As a business owner, you should explore efficiency upgrades that improve safety. Even simple changes, like reducing workers’ workload, can significantly reduce the risk of accidents. Folks are far less likely to make a misstep when they are not overworked, burnt out, and fatigued by their workload.

You can improve worker safety and increase business efficiency by embracing the Internet of Things (IoT). IoT tech, like electronic logging devices, can improve safety and efficiency by tracking metrics related to employee safety. This is particularly important if you work in high-risk fields like delivery driving. Keep a tab on key data points like speed and braking. This reduces the risk of accidents and helps you retrain certain staff.

Customer Service

In today’s competitive business environment, you need to stand out from the crowd by providing excellent customer service. Effective, efficient customer service can improve brand loyalty, minimize damaging reviews, and convince consumers to make repeat purchases.

A recent survey of 3,200 consumers by Super Office found that 12% of all consumers expect a response time of under 15 minutes, while 46% say they want to hear back within 4 hours. This suggests that efficient, fast responses are key to heightened customer satisfaction.

If you cannot afford to employ a fleet of customer service agents, consider investing in automation software instead. Automated chatbots are capable of answering FAQs quickly and accurately. They can also send pre-generated responses to folks who get in contact during out-of-office hours. This can reassure customers that their query has been seen and that they will get a response soon.

Foregrounding efficiency in your customer service department can reduce the amount you spend on returns, too. US retailers predict that $761 billion of items will be returned every year. This can eat into profits and derail your day-to-day operations. You cannot avoid all returns, but you can mitigate many hasty returns with responsive, positive customer service.

Automation

Automating your business is not just good for customer service. Embracing the future of AI and automation can improve your efficiency and bolster your bottom line. Strategic changes, like automating your customer relationship management (CRM) software, can reduce the amount of time staff spend on menial responsibilities and free up time for creative, profit-boosting tasks.

If you are new to the idea of automation, start with low-hanging fruit like:

• File backups: Manually backing up important documents takes hours. Streamline the process by using cloud-based backups.
• Payroll: Your HR team does not want to spend all their time working through payroll. Automate much of the process so real employees can focus on fixing errors and addressing employee queries.
• Sales Funnel: Sales automation can improve the efficiency of your funnel by reaching out to new leads and collating data from across all of your platforms.

As your firm grows, you can explore more complex automation strategies. For example, if you currently run an e-commerce business, you can use automated software to keep stock of your inventory and automatically order new materials when supplies run low. This reduces lead time at your firm and ensures that you are always ready to take on new orders.

Communication

Effective communication keeps internal and external stakeholders happy and can maximize your operational efficiency. This is crucial when trying to boost your profits, as you’ll need buy-in from investors and employees alike.

As a business leader, you can guide your firm to higher levels of profitability and productivity by improving your own communication skills. Ask plenty of questions when conversing with other employees and focus on listening to them without interruption. If you struggle to listen without jumping in, consider taking notes to channel your thoughts and show your staff that you care about their insights.

You should review your communication strategy on an annual basis. This will ensure that your firm is up-to-date with the latest communication tech and can help you identify potential issues in your current strategy. A well-planned communication strategy improves collaboration in your company, too. This reduces the risk of costly oversights and helps you get more out of your most talented employees.

Conclusion

Boosting your bottom line is about more than cutting costs and raising your prices. Spark a period of profitable growth at your firm by embracing an ethos of process improvement. Continuous process improvement also helps you take advantage of breakthroughs in business tech like CRM automation, IoT tracking, and customer service chatbots. In sum, process improvement isn’t just ensuring short-term solutions, it’s ensuring the long-term success of your company.

*This article is written by Ainsley Lawrence. View more of Ainsley’s articles here.

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There’s a popular phenomenon being shared online at the moment: “Instagram vs. Reality.” It’s two photos, side by side. One is doctored and photoshopped and filtered to look perfect. The other is what it looks like in reality. More often than not, there’s a big difference. Perfection is a far cry from reality, and not just on Instagram.

It got us thinking about operational excellence. Some operational excellence consulting firms might tell you their goal is to deliver optimal perfection in which your organization is running on all cylinders 24/7. But in our experience, reality is a lot more complicated than that. We find that operational excellence is a process. And sometimes it’s a moving target. It can change and morph, affected by myriad factors that may be out of your control, like the economy, supply chain issues, hiring problems and snafus, your best leader on the line quitting with a moment’s notice. The list goes on.

As an operational excellence consulting firm, we contend that operational excellence is a process of continuous improvement, not something static and perfect that stays that way in perpetuity. Does it exist? Absolutely. But it doesn’t stay the same.

What is operational excellence consulting?

The textbooks will tell you operational excellence is a process for improving a company’s effectiveness and efficiency — two things we happen to specialize in. The goals of operational excellence consulting read like a playbook of our typical projects: Improving productivity and throughput, reducing waste, focusing on quality and reducing defects, optimizing shifts, updating processes.

Often an end goal of Lean Six Sigma (LSS), operational excellence is a moving target. Striving for operational excellence means continuously improving, rolling with unforeseen circumstances, adapting to ever-changing tides. Here are some effective strategies we’ve honed in the pursuit of operational excellence that you can apply in your operations today.

Strive for process optimization

The cornerstone of LSS, process optimization means finding opportunities to ramp up efficiency, eliminating bottlenecks and waste, enhancing productivity, reducing defects and glitches in both the product and the process, and the whole nine yards of LSS. To read a deep dive into LSS and what it can do for your organization, download our eBook, “Lean Six Sigma: Do You Really Know These Methodologies?”

Get the right people in the right jobs…

Is everyone from the front lines to the corner office in the right jobs? Assess skills, provide training if necessary and listen to feedback so your team is ready to tackle their roles with a great work ethic and enthusiasm.

…and then empower them to do the job right

Many times, the people who work on the shop floor know a lot more about the job than the people in the C-suite. Give them the power to do their jobs and to act quickly when unforeseen situations arise.

Develop KPIs

If you’re not already establishing and monitoring key performance indicators and metrics, get on that. It helps your people know what’s expected of them, and helps you evaluate the quality of the work they’re doing. They also show opportunities for improvement.

Develop standards

Hand in hand with KPIs, standardized operating practices and procedures can ensure you’re getting the consistent results you need.

Manage by the numbers

It’s an oft-used phrase here at USC. Decisions need to be driven by data and hard numbers, not what’s “always worked in the past.” The data can tell you where to improve, what’s working and what needs to change.

Keep the customer in focus

Sometimes, companies can get so caught up in process improvements they lose sight of the end customer. By keeping their needs, expectations and wants in the forefront, you can be assured you’re hitting the mark.

Encourage a culture of continuous improvement

Culture change is easier said than done, but it’s a necessary component to operational excellence. Encourage innovation and ideas for improvement, and reward employees for finding ways to do their jobs better.

Above all, remember it’s a process, not a single achievement. Yes, you may have achieved operational excellence… today. What about tomorrow?

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We’re celebrating a milestone here at USC Consulting Group — 55 years partnering with businesses around the globe empowering their performance. Our goal is to help our clients drive operating excellence, increase throughput, become more efficient and boost their bottom lines.

We got our start in 1968 when founders Tom Rice and Pat Price founded a fully-engaged operations management consulting firm that strives to impart positive, impactful change to our clients. Back then, we were Universal Scheduling Company, communicating with clients over mimeograph and analyzing their schedules. We’ve grown quite a bit since those early days. Over the years, we expanded into other industries like mining & metals, food & beverage, life sciences, transportation & logistics and more. Our reach opened up to serve companies all around the globe. In 2001, we changed our name to USC Consulting Group to better reflect the breadth of our services and a few years later, relocated to Tampa, where our corporate headquarters is today.

That’s a tremendous growth story that we’re incredibly proud of.

During our half-century-plus in this business, we’ve seen a lot of changes come down the pike. The ups and downs of the economy, employment markets that wax or wane, the ongoing challenges brought on by the pandemic, technology advancements in machinery and tools for businesses we serve, and a whole host of other factors that ebb and flow during the passage of time.

We’ve rolled with it all and learned some valuable lessons along the way.

What has 55 years of consulting taught us?

Here are some of the top things we’ve learned during our 55 years in this business.

Experience matters, but every challenge we tackle for our clients is different. Many consulting firms dole out cookie-cutter solutions. But we’ve learned there is no such thing if you want to find sustainable results. Even if two businesses are in the same industry, they are not the same. We understand companies have unique processes, procedures, management styles, cultures, machinery, employees — you name it. So we go into every project with fresh eyes, knowing that what worked for others may not work again. There are too many variables to apply cookie-cutter solutions. That’s why we start by listening rather than talking to learn each client’s challenges before implementing improvements.

Upper management walking the shop floor is vital. We can recommend operations changes all day long, but the meat of the action happens day-to-day on the front lines, no matter the industry you’re in. If you’re a manager or in the C-suite, it’s so important to get down into the nitty-gritty of how their work gets done. You’ll get a better understanding of your operations, spot trouble sooner and also spot diamonds in the rough for promotion. You’ll hear great ideas to improve operations from the people who are actually doing the job, and when those employees are engaged, it leads to ultimate business success. Read more about it in “How to Increase Employee Engagement and Training to Improve Retention.”

Getting people onboard at the outset is a key element of success. Over the years, we’ve learned not everyone in a company is excited about process or operations improvements. Consultants can be viewed with skeptical eyes. That’s why we encourage engagement with employees at all levels, getting people on board early so employees understand they’re part of the solution, not part of the problem.

Going beyond Lean Six Sigma… Lean, which has been around forever and has recently migrated from the manufacturing floor into other industries (they’re even talking about Lean HR methods) and Six Sigma, a newer technique, are two methodologies for improving processes. Two sides of the same coin, Lean looks at making processes more efficient and reducing lead times, while Six Sigma focuses on cutting down on defects. The combination of the two produces powerful results. They’ve joined to become one methodology in some circles: Lean Six Sigma, or LSS, which aims to cut defects and shorten lead times. Striking the perfect balance between the two is tricky. It requires training and certification in the techniques. At USCCG, Dr. Frank Esposto is our Lean Six Sigma Master Black Belt and Senior Director of Quality. He is also a certified LSS instructor. Read more about it in our eBook, Lean Six Sigma: Do You Really Know These Methodologies?

…but we don’t just set it and forget it. Dr. Esposto says: “When we employ the Lean Six Sigma methodology to help our clients’ operations, we don’t simply do it for them. We train clients in these techniques so they can employ them long after we leave.” That goes for any process changes we help our clients make. It’s not about giving them a fish. It’s about teaching them to fish. That’s how lasting change happens and it’s a key differentiator between us and other consultants out there.

We could go on forever about lessons learned in a half-century plus. But the bottom line is, putting our customers’ needs squarely in the forefront of every engagement, understanding the marketplace and challenges the business faces, and focusing on people and processes will help your business reach a state of operational excellence.

Contact us today and let USC put our experience to work for you.

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If your company is looking for process improvements, greater efficiency, operations upgrades and generally a greasing of the gears in order to function at a higher level, that’s great! Now the question becomes: Do you hire an operations management consulting firm or rely on your internal improvement team?

Here’s a look at both options:

Internal improvement teams

What are internal improvement teams, exactly? In general, they’re full-time employees within an organization, usually (but not always) within the HR function. They act as advisors, change agents, process improvement experts, coaches or trainers. But it doesn’t have to be as formal as having a dedicated “internal consultant team.” Oftentimes, companies looking to improve processes pull together a team of people from different departments within the organization to tackle a problem or challenge that is impeding productivity.

Some other aspects, including pros and cons, of internal teams:

Cost. On the surface, using an internal team may seem cheaper than hiring an outside firm because the company is not paying an outside consulting fee. But figuring in salaries, benefits and all of the other expenses involved with full-time employees that are dedicated to process improvement, those savings can dry up. Also, if you’re using an internal team made up of people from different departments, there is the issue of time away from their usual job functions and the loss of productivity that can result from that.

Company knowledge. Internal people have an immediate understanding of the organization. No learning curve needed. There’s already a deep knowledge of the culture, the processes and the “unspoken rules.”

Accountability. Some external consultants “fix it and forget it.” In other words, they swoop in, offer recommendations for change and swoop out, leaving the company to implement the changes and deal with what comes next. (Note: We do NOT do that at USC Consulting Group) Internal people are there, onsite, through it all, and after it all.

Internal politics. This is one of the big “cons” of using an internal team. In many workplaces, you’ve got internal politics and drama running through everything. Who takes recommendations and advice from whom can become an impediment to progress. Certain people may want to be the one to come up with whatever fix is needed, and if they aren’t, they can put up roadblocks or sow seeds of negativity. The internal pecking order can rule the roost. Not ideal when you’re talking about making process improvements, which typically involve changing the way “we’ve always done it.” That’s a delicate endeavor, even for outside consultants. When you have Phil from HR telling a 30-year veteran on the line there’s a better way to do his job, it doesn’t go over very well.

Internal view. Internal teams have a great view of their organization, but not what’s going on out there in the industry at large. They are also not necessarily on top of the latest developments in process improvements, and certainly aren’t experts in things like Lean Six Sigma.

Operations management consultants

Operations consulting, simply put, is a discipline designed to improve your company’s internal operations and processes, making them more efficient, streamlined and ultimately, profitable. At USC Consulting Group, we’ve been dedicated to that since 1968.

Operations consultants will first look at your current operations model, systems and day-to-day processes of getting the job done. They talk with front-line workers, executives and everyone in between. Listening is a big part of the job. They employ methodologies like Lean Six Sigma, the Fishbone, the Five Ms and other tactics to uncover what’s bedeviling your operation and create ways to solve those problems.

Some operations consultants are advisory consultants, or “boardroom consultants,” who perform a two- to three-week study and provide a book of recommendations to help you out, and then hand it to you and go on their way. Implementing consultants, like USC, roll up their sleeves and work with a company’s internal teams to help implement the changes, and ensure the sustainability of those improvements.

Other features of outside consultants include:

Above the fray. This is a main reason execs hire outside consultants. An outside firm is not subject to internal politics and company red tape. They can make the changes necessary for improvements to get results without stepping on anyone’s toes. Oftentimes, recommendations for change go down easier when delivered by someone outside the organization.

A fresh set of eyes. You know what they say about the forest for the trees. Sometimes, when you’re too close to a problem or challenge, you can’t see the big picture of how to solve it. Operations consultants are outside experts who can look at your operations with a fresh set of eyes.

Horsepower. In many cases, operations management firms actually augment the efforts of internal teams and provide “horsepower” to improvement initiatives and help achieve results quicker.

Cost. Outside firms are hired for limited engagements and are not full-time employees. Therefore, a company does not need to provide salaries, benefits and other costs for full-time employees who are part of their internal teams. Yes, the upfront investment for an outside firm is more than you would pay your internal employees. However, once the project engagement is complete, those consulting costs are removed from the ledger, but the benefits are realized for years after.

Industry expertise. Another facet of bringing fresh eyes to a challenge is the fact that those eyes have seen a thing or two. Consultants like USC Consulting Group have worked in the industry for decades and have seen how similar companies have solved similar problems and challenges. While every situation is unique, the decades-long expertise in operational improvements is impossible to duplicate in-house.

Process improvement expertise. It’s a fair bet that companies don’t have many black belts in Lean Six Sigma on staff. LSS is focused on eliminating waste and improving throughput, and it takes years to become an expert in it. External consultants like USC bring that expertise, and even train your staff to implement these tools.

A final thought: Sure, we’re biased. We’re a consulting firm with 55+ years of experience helping companies improve their efficiency and ultimately boost their bottom lines. However, there is a stigma about consulting that seems to be rumored. To clear up this misconception, read our blog “Debunking Myths About Operations Management Consulting.”

Which option should you choose?

Bottom line is you need to make a decision that is best for your business. Whether utilizing your own internal improvement teams or employing an outside consultant, the main focus is reducing your operating costs and improving your productivity and efficiency.

If you would like to talk with one of our subject matter experts to see if USC would be the right fit for your improvement project, give us a call.

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In many industries, globalization has resulted in the consolidation of suppliers and increasingly interdependent Supply Chains. Globalization has increased efficiencies and economies of scale, but it has led to decreased diversity of sourcing and supply options.

Increasing geopolitical tensions, pandemic related lockdowns, and ideological polarizations have increased supply chain disruptions for many products and materials.

Supply Chain Risk Management System

An active Supply Chain Risk Management System cannot ensure continuity of supply, however, it can provide a playbook with options when sources of supply are threatened.

This Playbook details the various concepts that will secure your operations, including:

Installing a well-functioning Supply Chain Risk Management Operating System is a journey, not an event.

Enhancing responsiveness to risk provides competitive advantages, especially in industries where competition for key vendors, access to resources, and logistics constraints are prevalent.

USC Consulting Group’s Supply Chain experts have over 50 years of industry experience with the latest risk management practices and can help you with your unique challenges. Contact us to remove the risks and start driving operational improvements in your business.

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Are you always putting out fires? Not in the literal sense, of course. We’re talking about operational problems that pop up at the most inconvenient times. Once you take care of one issue, two more seem to appear in its place. Issues such as:

• Machines break down
• Workers calling in sick
• Human errors
• Backups and bottlenecks
• Inventory uncertainty

If you’re busy troubleshooting today, it’s hard to focus on improving tomorrow. Opportunities for growth can be missed.

Get ahead of problems before they catch fire by watching this video:

At USC Consulting Group, we’ve been helping clients for over 50 years to implement strong Management Operating Systems that assist them with breaking that firefighter mentality.

The best management operating systems center around four main components:

1. Processes
2. Systems
3. Roles
4. Structures

A well-designed MOS will have your company operating like a well-oiled machine, making your bottom line stronger and your operations more efficient.

So put down the fire extinguisher and enhance your management operating system today by contacting USC Consulting Group.

Phone: +1-800-888-8872

Email: info@usccg.com

Learn more about the benefits of an effective MOS in our article How Can A Management Operating System Help Your Organization?

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