Business Process Realignment

 

Realigning core business processes can lead to a significant improvement in performance, market position, and customer focus, by helping management respond to internal problems and react to external threats.



Maritime Management Consulting works with our clients’ staff to identify business processes that are candidates for improvement. We help set performance goals for the realigned process, assist the team in mapping the existing process, test assumptions about its constraints, and develop an implementation plan for the improved processes that meets corporate goals.

Five practical principles define Maritime Management Consulting's Business Process Realignment:



 

  • Business consists of Horizontal Processes
  • Processes exist to Serve the Customer
  • Realignment cuts across the full Value Chain and Focuses Resources at the high value points
  • Change is created by leveraging People, Processes, and Technology
  • Results must be Practical and structured for Continuous Improvement
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Client Work and Other Experience

 

 

  • Engineering Improvements: For a major classification society, MMC was responsible for a series of initiatives designed to improve customer service delivery, reduce cost, and create an integrated approach to their customers. Utilizing a range of tools/techniques, from cost analysis to process redesign to strategic planning, MMC led a series of client teams through the change definition and assessment process, culminating in a series of actionable implementation plans which are yielding measurable benefits for the client.
  • Improvements to USN Manufacturing Operation: A United States Naval manufacturing facility critical to the mission capability for new and existing vessels was having problems with product quality, timely delivery and cost. MMC was part of a consulting team that examined the processes in detail, recommended substantive changes to existing processes, and analyzed the risks associated with various courses of action. Today, the facility's quality, cost and schedule performance have all substantially improved.
  • Tanker Design and Construction: For a major U.S. shipyard, MMC managed the implementation of a process improvement for the detail design and construction of a U.S.-flag tanker. A compliance and validation tool was implemented to ensure that all design work products were properly available for production activities and fully compliant with the ship specifications.
  • Shipyard Reengineering: For a major North American shipyard, MMC led a series of client teams in reengineering and reinventing all major business processes at the yard. In embarking on such an extensive effort, the shipyard had two goals: (1) ease/speed the transition from military to commercial ship construction; and 2) ensure that the yard’s processes would allow it to be competitive in the global marketplace.
  • Engineering Spin-off: For a U.S. shipyard, MMC evaluated the feasibility of spinning off its engineering capabilities to existing engineering companies or through a new venture. The options were evaluated from the perspectives of the shipyard, the employees and prospective customers.
  • Operational Audit: During a two-year period, MMC advised the board of directors and parent company of a major shipyard, providing an ongoing operational audit of performance on construction, overhaul and conversion contracts. This included analysis of schedule, cost, subcontractor performance, workforce and facility utilization, and steel fabrication and assembly. The analysis identified problems and solutions that successfully reduced construction costs.
  • Naval Engineering Demand: For an engineering firm, MMC analyzed the US naval engineering market. Segmentation of this market included research and development, ship design and construction, logistics and maintenance, operations, facilities, and naval air programs. Recent expenditures and near term budgets were tabulated for each segment. Promising areas for marketing activity were identified.
  • Onboard Processes: For a large cruise ship operator, MMC conducted an extensive onboard audit of the way the ships were being run. A series of workshops on the ships were then conducted to refine and improve the operating procedures and processes. This work included a number of the concepts and steps normally associated with Total Quality Management.
  • Weight Control Plan: Design and construction of a new class of fast containerships required rigorous weight and moment control to ensure ship performance was attained. MMC developed a new procedure for weight and moment control during design and construction. This new process translated conventional systems-based weight accounts into interim products based on the shipyard’s build strategy. This approach aligned weight estimating and reporting to current ship construction processes, allowing timely and accurate reconciliation of weight estimates with a physical weighing program. The realigned process results in real-time identification and rectification of critical weight and moment problems.
  • Service Delivery Improvement: For the US operation of a Canadian railroad, MMC led a team with the objective of redesigning core processes in order to improve service delivery. Substantial analysis was performed to identify the root cause of problems, after which several client teams were tasked with creating solutions. Implementation led to significant reductions in car cycle times, reduced congestion in yards/terminals and greater customer satisfaction.
  • Business Development: For a US shipyard, MMC conducted an assessment of their business development process. After identifying the root causes for late delivery of proposals and estimates, recommendations were made for both process and technology changes.
  • Shipyard Reengineering: MMC led process reengineering initiatives for a major U.S. inland waterways equipment supplier. Working with several client teams, changes were identified which led to significant reductions in operating budget, improved construction cycle times and reduced direct man hours in specific operational departments.