Herne Consultants Ltd: Business efficiency improvement

Herne Consultants		ProfitLink Europe
	Business efficiency improvement

BACKGROUND:

Some years ago we were asked to assist a client in teaching Project Management throughout their company in a desperate attempt to speed up efficiency improvement programmes. This lead to the development of the Profit Linked Quality (PLQ) process.

Why Profit Linked Quality:

There are a number of issues which led to the creation of this Process:

Value for Money
Speaking to clients it was clear that one of the major resentments of the use of Management Consultants was that they came in - caused havoc - and then left the client with a large bill and little evidence of the true value of their intervention;

Don't tell me how to run my business!
Although the traditional role of the Management Consultant has been exactly that, there is a growing resentment within companies to have 24 year old MBAs with no real-life experience whatsoever, come in to a company and tell them what they are supposed to do;

Project Management bottleneck
The number of good ideas that can be translated into reality is more often than not restricted by resources, and this bottleneck is often the lack of suitably qualified personnel to take on the role of Project Manager;

Long term dependency on Consultants expertise
One of the other tricks of the trade (the first one being to do a quick job, cash in and get the hell out of here) is to introduce something valuable to a client and then milk them long term. You would be surprised at how many consultant's programmes fit into one or the other of these two categories;
(Please note: we don't subscribe to either of these two techniques! - repeat business usually stems from additional new projects that a client wants us to undertake, illustrating their satisfaction with previous work done)

The Consultants only ever spoke to Management...
A typical scenario! The Management goes on the training course and then has to go back to the normal working environment and try and implement what they have learnt, convince staff that this new process (of which they have no experience as yet) is the bees knees, teach, coach, and no consultant to be seen to support the implementation;

Please go to the next page to find out how Profit Linked Quality addresses these issues.

ProfitLink Europe:

Please do visit the ProfitLink Europe web site for further information about the Profit Linked Quality Programme.

email Herne Consultants

email ProfitLink Europe for further information, or fill out their enquiry form.

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project management

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	Value for Money Speaking to clients it was clear that one of the major resentments of the use of Management Consultants was that they came in - caused havoc - and then left the client with a large bill and little evidence of the true value of their intervention;
	Don't tell me how to run my business! Although the traditional role of the Management Consultant has been exactly that, there is a growing resentment within companies to have 24 year old MBAs with no real-life experience whatsoever, come in to a company and tell them what they are supposed to do;
	Project Management bottleneck The number of good ideas that can be translated into reality is more often than not restricted by resources, and this bottleneck is often the lack of suitably qualified personnel to take on the role of Project Manager;
	Long term dependency on Consultants expertise One of the other tricks of the trade (the first one being to do a quick job, cash in and get the hell out of here) is to introduce something valuable to a client and then milk them long term. You would be surprised at how many consultant's programmes fit into one or the other of these two categories; (Please note: we don't subscribe to either of these two techniques! - repeat business usually stems from additional new projects that a client wants us to undertake, illustrating their satisfaction with previous work done)
	The Consultants only ever spoke to Management... A typical scenario! The Management goes on the training course and then has to go back to the normal working environment and try and implement what they have learnt, convince staff that this new process (of which they have no experience as yet) is the bees knees, teach, coach, and no consultant to be seen to support the implementation;