Delivering Client Satisfaction
We pride ourselves on the long-term relationships we build with our clients.
Our approach is to deliver an outstanding level of service to a smaller number of highly valued clients and as a result develop mutually beneficial long term relationships that deliver real strategic value.
Here is a summary of some recent engagements:
Business Issue – to provide company-wide access to process maps, capturing all manufacturing and development processes. Also to provide a comprehensive performance management capability capturing all operational and strategic measures.
Result – the deployment of QPR’s ProcessDesigner and Metrics systems, enabling complete visibility of all processes and strategic measures. The solution allows the linking of processes to key performance indicators. This has enabled traffic lights to be linked to processes, the result of which is an understanding of how well the processes are doing in relation to their predefined targets.
Business Issue – the customer lacked full visibility of their IT service provisioning, delivery processes and routings; therefore it was almost impossible to identify how specific services were ultimately delivered. They were unable to easily identify any bottlenecks, constraints and the root causes of provisioning issues within the delivery process.
Result – within 6 months of deploying ProcessAnalyzer, the client had identified and addressed a number of key service delivery issues within the process. The result of which has been a significant increase in the overall service availability and a major reduction in delivery cost.
Business Issue – to provide a performance management system specifically designed to measure the performance of the organisation’s global comms and IT department.
Result – the deployment of a global IT services performance framework.
Business Issue – to provide an environmental management system. Obtaining key process and operational data directly from the ship and producing a number of highly focused process and performance models, to meet the demands of both onshore and ship based teams.
Result – deployed an environmental management system (EMS) providing both ship based personnel and the shore based staff with the key information required, in order to allow each of the respective teams to be able to monitor their environmental processes and performance indicators, in line with ISO 14001.
Business Issue – to provide an enterprise wide performance management system delivering strategic management information for corporate head quarters, the regions and each of the individual leisure centres.
Result – the deployment of a multi-centre performance management framework, providing highly focused and detailed; sales, client, membership, safety, and consumer related information; at an individual centre level, a multi-centre contract level and at a corporate ‘consolidated’ level.
Business Issue – to develop a cascading operational performance management model across a number of departments rolling up to a consolidated corporate model.
Result – the development of a cascaded scorecard framework, rolled out across all manufacturing cells and consolidated at a corporate level. Providing operational insight into all aspects of the manufacturing process.
Business Issue – the senior management team required complete visibility of all operational and strategic indicators from one source.
Result – the development of a scorecard framework, rolled out across the organisation and providing comprehensive performance insight through a web based portal.
Business Issue – the organisation required a comprehensive balanced scorecard system, capable of monitoring both operational and strategic objectives, critical success factors and KPIs.
Result – the deployment of a company-wide balanced scorecard system rolled out to all employees, communicating amongst others, the organisation’s strategy, objectives and KPIs.
Business Issue – to develop a performance management framework across multiple operational units in order to provide a coherent strategic management approach across the organisation as a whole.
Result – through a series of workshops, both corporate and departmental strategy maps and scorecard models were developed and rolled out across the organisation. Each departmental strategy map, strategically aligned to the corporate map to ensure strategic alignment throughout.
Business Issue – the need to drive the five year plan, the objective of which is to build the firm’s reputation as the most customer focused provider of quality legal and financial services within its chosen geographic area.
Result – the deployment of a tailored performance management system that provides both partners and individual fee earners with the ability to monitor their individual, departmental and corporate performance; through a wide range of specifically created key performance indicators, designed to meet the strategic objectives of the firm.