an introduction to business growth unlimited

© Business Growth Unlimited. Version 1.01

Welcome to Business Growth Unlimited

Phil Rigby – Commercial Director


© Do Everything Differently 2015. Version 1.0

Business Growth Unlimited

• Built on a very solid foundation

• Heritage

• Tenure and Experience

• Skills and knowledge

• Practical consultancy focussed on bottom line impact

• Holistic approach to business improvement

• Common methodology across all specialisms


Maximise

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Impact

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Strategy Identification


Gateway to Strategy

Colin Hanson-New



Colin Hanson-New PG.Dip BEng(Hons) MCIPS

• Over 40 years management experience

• Background in Industrial Engineering and Supply

Chain Management

• Associate Lecturer at University of Derby

5


What is Strategy?

6

Stra.e.gy

(stat’ Ə - jē) n.

1. Plan of action

designed to achieve a

particular goal.


Johnson and Scholes (Exploring Corporate Strategy)

"Strategy is the direction and scope of an

organisation over the long-term: which

achieves advantage for the organisation

through its configuration of resources

within a challenging environment, to meet

the needs of markets and to fulfil

stakeholder expectations".

What is Strategy?

http://www.amazon.co.uk/exec/obidos/ASIN/0273651129/tutor2u00


Business Strategy Questions

Who are we?

• Mission

• Values

• Beliefs

Where do we want to go?

• Strategic Goals

• Strategic Priority

How will we know when we have

arrived?

• Performance Objectives

• Measures and Targets

How do we plan to get there?

• Initiatives

• Action Steps

Where are we now?

• Performance Data

• Financial Data

• Stakeholder Input

• SWOT Analysis


What can we offer?

• Our Knowledge

• Our Experience

• Practical Support

• Coaching and Mentoring.

• Promote Thinking

• And finally:

• Your Trusted Partner

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How do we do this?

• Workshops and Seminars

• Tailored In-House Courses

• Specific Consultancy support

• On-going Business Support

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Who is this Programme for?

Strong systems need to be in place to create a sustainable

business strategy that will achieve strategic goals for your

business.

Gateway to Strategy – has been specifically created for

MDs, CEOs and directors who recognise a need within their

business for a change in their approach to their business

strategy.

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5 Top Tips in

Strategy

Development

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5 Top Tips in Strategy Development

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1. Have a business strategy.



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2. Be a leader not a follower



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3. Don't overestimate your business strengths.



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4. Communicate your strategy.



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5. Identify your stakeholders.


Mendelow’s Power/Interest Matrix


Case Study

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Here’s what they had to say about Gateway to Strategy:

“The support we have had has been invaluable. We would have pushed ahead with the plans to grow, but it would have taken us much longer. The support provided by Colin Hanson-New means we can accelerate that which is good for us and the local economy.”

Scott McEwan, Nuneaton Roof Truss Ltd

Benefits Gained:

• Larger premises

• 12 additional employees

• £84,000 in grant support


Gateway to Leadership & Management

Phil Rigby



About Me

• 27 years in senior Sales, Marketing and Commercial

roles

• Mixture of corporate and SME experience

• Xerox management development assessor

• Lyreco European Centre of Competence for training and

development


Brief overview of the Leadership &

Management Offering

Institute of leadership and management accreditation

• Previously level 7 CEO targeted

• Refocused at level 5 for mid/senior managers

• 3 key course stages


4 Leadership Workshops

High energy/high impact with like minded

delegates

1. The role of leaders and managers

2. Motivating people to perform and change

3. Getting the best out of people: coaching and

empowerment

4. Becoming a winning leader and manager


121 Executive coaching

• Experience leadership management

professionals delivering

• 7 hours dedicated personal coaching

• Focused on leadership capability and

performance


DISC Profiling

• Professional Psychometric profiling

• Structured individual Development Plan


A variety of Learning approaches

Tailored to a variety of Learning approaches

1. Visual – Reading and Watching

2. Auditory - Spoken Word

3. Kinaesthetic – Hands on experiment

Which are you?


Why?

Why become a Winning Leader?

It’s lonely at the top! There are things as a Leader that

you can only share with other Leaders – friends, family &

colleagues can find it hard to relate to the challenges

you face.

Peers provide a sounding board with insight &

understanding of your situation- they have been there &

worn the T shirt


Dispelling some myths

Winning Leaders do not have to be big charismatic

characters



You don’t have to be a superhero



It doesn’t happen overnight


Why is this different to anything else on

the market?• High impact workshops

• Real insights into own styles and habits

• ‘Cathartic’

• Lots of practical advice/tools/insights

• Dedicated personal 1:1 development plan

• Externally Recognised Accreditation


Top 5 tips

• To keep employees motivated and engaged and

not spend a fortune on over-exaggerated

showmanship, then all you really need to do is

THINK LIKE A LEADER

• Cultural change starts with leadership.

• Build trust within the team.

• Never ignore a problem in the ranks.

• Stick to your values.

• Dare to care.


Gateway to Marketing

Martin Parry



Introduction

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About me..

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23 years running businesses

BA Hons / MA

Corporate Career with AT&T and ntl:

10 years coaching: consulting; mentoring

GrowthAccelerator and Great 200 Leaders Coach


70%Of businesses want to improve their sales


• Well established

• Family-owned

• Good customer base

• Desire to generate more sales


The strategy

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Market

Customers

Product

Competitors Strategy

Increase sales by 10%

In one year by focussing

on existing customers and

specifiers.


Marketing plan

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1. Account management

2. Email programme

3. New website

4. Re-design collateral

5. Social media


How did we do?

New Website is under construction

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Increased product range

Turnover increased by 15% in year 1


Workshops and Seminars

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• Digital marketing

• Email marketing

• Customer communications

• Pricing strategy

• Market planning and analysis

• Building your sales funnel

• Value proposition


• Well established. Family owned.

• Strong customer base

• Quality product

• Route to market – word of mouth

• Double sales over next 5 years

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Deliver 100% in revenue

over by improving existing

customer comms and

develop new clients by

becoming the experts

In their field

1. Get closer to the customer

2. Email comms strategy

3. PR & Exhibitions

4. Case studies / Articles

5. Social media campaign

Building the plan

Strategy


How did we do?

This is a new client and early days. But the new

plan has already delivered a £200,000 order.

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How to be successful

1. Plan, Think, Research

2. Understand your market – and your customers

3. Your competitors can help!

4. Get agreement from your colleagues

5. Be SMART

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BGU Is the difference

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• Practical marketing support

• Experienced coaches

• Links to other Gateways

• BGU background

• Direct link to government funding


And finally..

Are you one of the 70%?

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Gateway to New Product Development

Roy Pulley


Career Summary

• Engineer

• Designer

• Manufacturer

• Business Owner

• Business Advisor

• Business Coach 40 years 30 years

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New Product

Development

Business

Strategy


New Product Development

– journeys that are full of risk!!

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– Hard earned successes !

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– Or painful, costly failures!

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Less than 2% of bright ideas get to market !



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How can we improve the chances of success?


Stage – Gate New Product Development

• Best practice

• Manages resources

• Mitigates risk

• Improves investment decision making

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Discovery

Idea

Screen

Scoping Gate

1

Business Case

& Plan Gate

2Development

Gate

3

Testing &

Validation

Gate

4

Launch



Gateway – the journey

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Product

Compliance

Routes

to market

Value Proposition

Development

Return on

Investment

Intellectual Property

Project

Management

Access to Finance

Voice of Customer

Design for

Manufacture

Business

Planning


The Gateway Process Map

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A structuresCoaching to a structured rigorous process

NEW PRODUCT DEVELOPMENT JOURNEY

G6

Stage 0

EnquiryStage 1

Discovery

Stage 2

Building the

Business Case

Stage 3

Design and Development

Project

Selection

Business

Feasibility

Go to

Development

Go to

Validation

Investment

Approval

Pre-Launch

Review

Post-Launch

Review

G0 G1 G2 G3 G4 G5

Stage 4

Testing and Validation

Stage 5

Business Ramp-Up

Stage 6

Launch and Review

Risk Mitigation


Stage 6

Launch

and

Review

Stage 5

Business

Ramp –

Up

Stage 4

Test and

Validate

Stage 3

Design

and

Develop

Stage 2

Build a

Business

Case

Stage 1

Discovery

Concurrent Workstreams

• Critical work-streams of activity

• Based on Concurrent Engineering principles

• Defined tasks and deliverables for each stage58

Market

Product

Manufacture

Business

Financial / Investment

Idea Product

to

Market


What is a process?

A process is a series of time-

based and interrelated tasks

with a starting point and a

finishing point.

If we can’t measure it,

we can’t manage it!

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New Product Development Diagnostic

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Multiple sets of questions at each Gate review covering the

critical success factors in the five work-streams

Task not started or not understood

Task actioned and being implemented

Task completed


NPD Diagnostic - Gate 1 (Go to next stage - Business Case)

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Market

Product

ManufacturingBusiness

Finance

Gate 1 Gate 2 Gate 3 Gate 4 Gate 5


NPD Diagnostic - Gate 2 (Go to next stage - Development)

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Market

Product


Finance



NPD Diagnostic - Gate 3(Go to next stage – Testing and Validation)

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Market

Product


Finance



NPD Diagnostic - Gate 4 (Go to next stage – Volume Ramp Up)

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Market

Product


Finance



NPD Diagnostic - Gate 5(Go to next stage - Launch)

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Market

Product


Finance



Commercial Benefit

Ris

k R

ed

ucti

on

Like

liho

od

of

succ

ess

G5

G2

G4

G3

G1

Return on Investment (ROI) vs Risk


Meet the Panel

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1. Mentor

2. Design & Technology expert

3. Marketing nous

4. Business guru

5. Manufacturing Advisor

6. Finance specialist


Unique Business Support Offering

• Coaching to a structured process

• Gives direction and helps in making better decisions

• Access to panel of industry experts

• Access to knowledge base and manufacturing supply chains

• Provides technical due diligence to investors68


Active learning

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Case Studies

Tails Cocktails- An entrepreneur spotting a gap in the market for off-trade cocktail

products

- Vision to become a global drinks brand

- Launched in Selfridges, now in four premium retail stores

- Contract with third largest global aircraft catering services

- Served in the largest private jet hire business

- Equity deal with Bols brand owners and distillers in Holland

- US manufacturing, sales & distribution licensing agreement

- On-trade opportunities being developed

He started off very definitely not knowing what he needed to know! 70


Five Top Tips for NPD

• Fully understand customer requirements, how to

reach them and deliver value

• Create a clear meaningful USP

• Develop to a process – ‘learn fast, fail fast’

• Listen to the ‘Voice of Customer’ (VoC)

• Continually evaluate the ROI and assess Risk

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Gateway to Quality and Compliance

Mike Paxton


Mike Paxton - Quality and Compliance Specialist

I have Worked for a range of companies, both large and small,

including Central government in a technical capacity.

Developing systems for:

• Commercial companies covering,

• Hazardous products – Petrochemical, Gas,

• Military products - Land, Sea and Air

• Medical products – Heart monitoring devices,

• Instrumentation – panel and portable,

• Telecommunication – hand to systems and services sector.


ENHANCING AND

PROTECTING YOUR

REPUTATION

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History

DEF 05/21AQAP 1

BS 57501979

ISO9000/

EN29000

1987

ISO9000

1994

ISO9000

2000

ISO9000

2008

ISO9000

2015


Economic Value to UK

Application of Standards

• £2.5 billion Annual Contribution*

• 13% Growth in Productivity*

• Enabling Innovation*

• Facilitating Technology Transfer*

* ISO Report


Benefits

• Cost savings

• Enhanced customer satisfaction

• Access to new markets

• Increased market share

• Environmental benefits


Penalties

• UK fines to increase fourfold by value

• CE marking penalties

o £5000 per infringement and/or three months in prison

• Business closure – Unable to trade


Loss of Stakeholder confidence


Overview of changes to

requirements • Quality manual

• Documented information

• Management representative

• Product and service

• Preventative action

• Risk based thinking

• Context of the organisation considered in developing

QMS


Quality Management Principles

Current

1. Customer Focus

2. Leadership

3. Involvement of People

4. Process Approach

5. Systems Thinking

6. Continuous Improvement

7. Fact-based Decision-Making

8. Mutual Beneficial Supply Relationship

Future

1. Customer Focus

2. Leadership

3. Engagement of people

4. Process Approach

5. Improvement

6. Evidence-Based Decision-

Making

7. Relationship Management


Present – Future structure

ISO 9001:2008

• 1 Scope

• 2 Normative references

• 3 Terms and definitions

• 4 Quality management system

• 5 Management responsibility

• 6 Resource management

• 7 Product realization

• 8 Measurement analysis and

improvement

ISO 9001:2015

• 1 Scope

• 2 Normative references

• 3 Terms and definitions

• 4 Context of the organization

• 5 Leadership

• 6 Planning of the QMS

• 7 Support

• 8 Operation

• 9 Performance evaluation

• 10 Improvement


System Implementation Process

Identify Design Optimise Verify


Case study - Mifflin Construction Ltd

Market Sectors

• Industrial and Commercial

• Retail

• Student Accommodation

• Leisure Facilities

• Education

• Manufacturing & Warehousing



Mifflin Construction Ltd

• Employs 35 people

• Design team

• Installation teams

• Produces structural steel components

• Fully automated machinery for drilling and cutting

• On-Site Paint Shop


Goods

Inward

Automated Drilling

and Cutting

machine



Fabrication

Welding



Painting



Implementation, through to finished building



Benefits

• Legally trade

• Cost savings

• Access to new markets

• Environmental benefits


Top Tips

• Review your requirements against markets

• Prepare an implementation plan and timeline

• Project Kick-off Meeting

• Design and document the quality management system

• Run the system with a trial order to check for compliance



Gateway to Lean Manufacturing

Richard Wild Jones


Introduction

Richard Wild-Jones

• Time served

• Degree in Mech Eng.

• 35 years in Eng or Manufacturing.

• 11 years full time as a consultant.

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The opportunity for improvement is immense and never

ending…

Our focus;

• Sharing knowledge to develop your capability.

• Provide an anchor point for practical support,

coaching and mentoring.

• Promote Scientific Thinking.


OfficeHealth CareServiceBusiness



A starting point?

• A Core Skills Program, designed to:

“steadily upskill delegates with a practical working

knowledge of Lean”.

• Tailored In-house program.

• Site diagnostic leading to……

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Core Skills program - structure

1. Lean Awareness

2. Workplace Organisation

3. Process Mapping

4. Lean Line Design

5. Workplace Management

6. Fast Changeover

7. Total Productive Maintenance

8. Problem Solving

9. Planning & Scheduling

10.Value Stream Identification

11.Value Stream Mapping

12.Change Management

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• One day a week.

• Runs over 10 weeks.

• 12 modules.

• Remote and on-site post

course support.


Work!

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Waste

• Waiting

• Excess inventory

• Breakdowns

• Over-Production

• Rework and scrap

Action

• Eliminate

Added Value

•Welding

•Moulding

•Assembly

•Painting

Action

•Improve efficiency

Non-added Value

•Change over

•Inspection

•Material handling

•Maintenance

•Scheduling

Action

•Reorganise and reduce

But Necessary!

Waste

Non Added Value

Added Value


How Much Opportunity?

Typically less than 5% of

activity is value adding.

However, often we pile

resources into improvement of

the 5% and ignore the 95%

opportunity


Waste!

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Transport

Inventory

Motion

Waiting

Over-Production

Over-Processing

Defects and re-work

Your unused contribution


• Culture shift

• Awareness

• Metrics

• OwnershipWorld Class Manufacturing

Performance

Identify all forms of

waste and eliminate

by initiating and

sustaining:

An objective of Lean

Waste

Non Added Value

Added Value

Non Added Value

Added Value


Benefits

Reduced Lead Time.

Release Capacity.

Space saving.

Improved Quality, Costs and Delivery.

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Case Study – Hills Number Plates

1. Lots of arrears, High WIP, Big Batch Production, Low operational

visibility/control.

2. Value Stream Mapping

1. Collective and shared understanding of issues.

2. Collective agreement on the Principles to address the issues.

3. Co-creation of the plan to tackle the issues.

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3. Benefits

1. 99 hours less Work In-Progress.

2. 100% order coverage on standard products.

3. Revenue generating capacity raised by £3.1m per annum, with no additional

resources.

4. Potential ROI from the VSM workshop = 885:1


Why is the Gateway to Lean

Manufacturing unique?

1. We’re not theory trainers.

2. Highly interactive learning experience.

3. Our “delivery” is simple & straightforward.

4. Impact to the bottom line.

5. This is about Partnership.

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Top 5 Lean Manufacturing tips

1. Excellent communications.

2. Build a culture of respect

3. Process thinking

4. Standardise

5. Delegate

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1. Excellent Communications

• “If you don’t know what you’re buying, you get what you’re

given”

• Be clear about:

– What you want.

– How and When you want it.

– What you can interpret.

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2. Build a culture of respect

• Pro-actively engage.

• Feedback in a constructive manner.

• Consciously managing your communications.

– Peter Drucker 1909-2005 – “Seek to understand before

being understood”.

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3. Process thinking

• The significant proportion of problems (c.95%) are directly

attributable to process failure.

• Yet, the significant proportion of instances we look to

blame someone for a process failure.

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4. Standardise

• Standards are the reference.

• Without standardisation, there can be no improvement.

• Without consistent standards, we get variable Quality,

Costs and Delivery

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5. Delegate

• Minimise delays of communication.

• Empower your people to take “responsibility”, “ownership”

and “pride” in doing the whole job.

– They must be capable and have guiding principles.

• To avoid unnecessary noise.

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What we will do for you

1. Be more Effective.

2. Be more Efficient.

3. Develop internal Capability.

4. Take a step back.

5. Release the potential.

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Gateway to Lean Supply Chain

Colin Hanson-New


What is a Supply Chain?

Customer


What is Supply Chain Strategy?

Supply Chain Strategy defines the

connection and combination of

activities and functions throughout the

value chain, in order to fulfil the

business value proposal to customers

in a marketplace.


The goals of Strategic SCM

Supply Chain

Strategy

Optimise End to End Supply Chain

Cost

Improve Visibility by Effective

Communication

Flexibility for Business Strategy

and Future Growth

Improve Customer Service

Levels


Gattorna’s model


Pipeline Selection Strategy


Strategic considerationsINTERNAL CONDITIONS EXTERNAL CONDITIONS

What benefit is expected or desired from implementing the SCM concept?

Who will be the firm’s SCM partners?

Does the vision for SCM fit overall corporate strategy and culture?

What kind of integration is optimal?

What role does the firm want to play within the overall supply chain?

What kind of co-operative agreement will be established?

Is the firm ready for SCM, what needs to be done to increase its readiness – and is it

willing to change?

How will the collaborative change programme be managed?

How can SCM be implemented internally? How will performance be measured ?


What can we offer?

• Our Knowledge

• Our Experience

• Practical Support

• Coaching and Mentoring.

• Promote Thinking

• And finally:


118


How do we do this?

• Workshops and Seminars

• Tailored In-House Courses

• Specific Consultancy support

• On-going Business Support

119


Who is this Programme for?

Having a good understanding and control of your supply

chain will enable you to delivery substantial benefits for

your business.

Gateway to Strategy – Supply Chain Strategy has been

specifically created for MDs, CEOs and directors who

recognise a need within their business for a change in

their approach to their supply chain.

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5 Top Tips in

Supply Chain

Strategy

Development

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5 Top Tips in Supply Chain Strategy

Development

1.Know your position in the supply chain.


2. Understand the configuration of the supply

chain.


Development


3. Know your partners.


Development


4. Understand the ‘flow’.


Development


5. Contracts and Agreements.


Development


Case Study

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Benefits Gained:

• Turnover - £175k to £450k

• 4 additional employees

• Offshore cost savings £170k

The challenge

A major quality issue with its Chinese factory partner in 2012, and subsequently

could not get its tools out of the factory. The Shirt Shuttle, a shirt case designed to

carry a shirt without creasing, was not developed, initially due to the high cost of

injection mould tooling in the UK.

By sourcing a UK manufacturer Patrona wanted to improve its design, manufacturing

quality, as well as improve lead times and availability.


Summary

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Maximise

Bottom Line

Impact

Dia

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Sub

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Strategy Identification


Our Upcoming Events

Business Growth Unlimited and the Manufacturing Advisory Service

now part of the Business Growth Service, are hosting some FREE

workshops next week:

1.Strategy Supply Chain & Marketing – July 14th, MTC

2.Business Efficiency through Lean – July 16th, Birmingham City FC

3.Purchasing & Procurement – July 16th, GTG, Wolverhampton

We do have eligibility criteria for these events, and all attendees

must be sme manufacturers.

To find out more please visit

www.businessgrowthunlimited.com/events129

http://www.businessgrowthunlimited.com/events


Thank You

www.businessgrowthunlimited.com

[email protected]

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http://www.businessgrowthunlimited.com/

mailto:[email protected]

an introduction to business growth unlimited

Documents

sustainable business

business strategy questions

business strengths

corporate strategy strategy

strategy development

experience skills

plan of action

line impact holistic