Most of our clients tell us they want to increase their profits, increase productivity and make their business flexible as to whether they grow larger, or maintain the status quo.  However, they don’t have the current capabilities to expand their operations profitably and productively.

Our underlying passion is to help businesses compete on margin, not on price. One of the ways we can achieve that is through the introduction and application of the trusted and proven Lean Six Sigma productivity tools.

Lean Six Sigma helps companies reap the benefits of faster processes with better margins and higher quality. This is the same process of continuous improvement adopted by major corporations such as Toyota, GE and the international legal firm Clifford Chance.

Lean Six Sigma is now widely adopted by financial institutions, law firms, manufacturers, accountants, retailers, and hospitals. Lean Six Sigma is a combination of two models: (i) Lean, which is aimed at reducing waste in the processes that operate your business and how you serve your clients, and (ii) Six Sigma, the method to reduce the number of errors that impact delivery to your clients.

The benefits of Lean Six Sigma are broad, deep and fall into seven key categories:

  1. Financial;
  2. Strategic;
  • Employee Development;
  1. Clients;
  2. Improvement of competitive position;
  3. Stakeholder;
  • Standardisation of the process.

Lean Six Sigma is a methodology that delivers continuous improvement within your business by combining common sense procedures and data-based tools to remove waste — for example, the enhancement or removal of poor processes that don’t add value to your client:

  • Increase speed of production & service;
  • Reduce waste;
  • Simplify processes;
  • Increase accuracy; and
  • Direct the organisation’s focus towards the client’s objectives.

Lean Six Sigma productivity ensures resources are used to create value for your clients. All other uses of resources are considered ‘waste’ and as such are removed. Working from your client’s viewpoint, “value” is any action or process for which your client will want to pay you, and tell their friends about you.

Lean Six Sigma can be applied to attack waste in each step of your organisation’s processes. Below is a small sample of errors or variations in processes that may be identified as waste:

  1. Losing or misplacing key equipment;
  2. Employees not working, or overworked (overtime) because of bottlenecks;
  • Making repeat bespoke deliverables instead of repeatable templates;
  1. Unnecessarily repeating, or correcting employee work product;
  2. High employee turnover;
  3. Acceptable levels of defects without addressing a change
  • Preparing materials far in advance of when needed;
  • Failing to allocate work to appropriate employees;
  1. Inefficiently or ineffectively communicating with clients; and
  2. Waiting to receive necessary information from the client.