MASTER SUN CONSULTING

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MASTER SUNCONSULTING

• Transform.Turn Around.Tune Up .

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Master Sun Consulting

• Business Transformation Process
• Business Audit Focus Areas

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What Makes Master Sun Consulting Different ?

• We focus on achieving results and not on
  providing recommendations, or writing reports
  
• We implement what we propose
• We create a joint venture with the clients
  management team
• Steering Committee, Management Action Teams, Task
  Force
• We work at all levels of the organization
• Senior management to field staff
• We provide a tailored approach to your business
• We diagnose organization's culture management
  climate. We seek to trigger a cultural change
• We work on creating enduring relationships with
  our clients

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Business Transformation Process (BTP)

• Master Sun follows a very robust Business
  Transformation Process to engineer change
• Business Transformation Process is a proven
  highly capable process for engineering
  sustainable cultural transformation
• Business Transformation Process is broken into
  four stages or sub-processes Business Audit,
  Focus, Rollout Institutionalization
• Business Transformation Process measures hard
  business benefit indicators as well as soft
  cultural indicators at the termination of every
  sub process
• Business Transformation Process is aided by
  various tools methodologies

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BTP Strategy Implementation Framework
Stage
Institutionalization of the process
Identification definition of areas of
improvement
Development of solution and testing
Implementation of solution across all variables
Activity
Sustained Strategy
Strategic Direction
Strategic Guidelines
Strategy
Output
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BTP Tools Methodologies
Process
Transformation Management, Minds Path Matrix
Impacting Leadership, Management Climate
Balanced Scorecard Strategic Implementation
Methodologies Tools
Management Control Systems ,Short Interval Control
Business Process Design ,Re-engineering
Automation
Project Management, Training Communications
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Master Sun Consulting

• Business Transformation Process
• Business Audit Focus Areas

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Business Audit Stage

• All consulting assignments typically begin with a
  Business Audit
• Business Audit is like a complete thorough
  check-up of the health of the organization with a
  view to
• Establish the agenda for transformation
• Build ownership within the senior management of
  the organization on the need for change
• Estimate a ballpark estimate of business benefits
  from the transformation project
• Create alignment between the consultants view
  the organizations view
• Build relationships understanding between
  consultants senior management

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Business Audit Focus Areas

• Business Audit
• Depending on the critical needs of a business ,
  at a point of time, the business audit will focus
  on some or all of the following focus areas
• Business Performance Analysis
• Strategy Planning Analysis
• Organization Culture Analysis
• Process Systems Analysis
• Operations Analysis
• Marketing Analysis
• Sales Distribution Analysis
• Customer Satisfaction analysis

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Business Analysis Duration

• A Total Business Analysis takes 7-8 weeks.
• An organization can choose to focus on either
  operations OR sales marketing
• Operations Analysis takes 3-4 weeks
• Operation Performance Analysis
• Organization Culture Analysis
• Process Systems Analysis
• Operations Analysis
• Short Customer satisfaction analysis
• Sales Marketing Analysis takes 4-6 weeks
• Business Performance Analysis
• Organization Culture Analysis
• Process Systems Analysis
• Marketing Analysis
• Sales Distribution Analysis
• Customer satisfaction analysis

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Business Performance Analysis

• ObjectiveThe objective of this stage is to
  analyze key drivers that impact the bottom line
• Output
• Prioritize the improvement objectives on the
  basis of impact on bottom line
• Understanding business strategy business
  drivers of the future
• Measures of Economic Value, as appropriate
• EVA or any other measures that show soundness of
  Economic Value.
• Time frame1-2 weeks
• Studies
• Utilization of Capital Resources Capacity
  Utilization, Asset Turns and Return on Fixed
  Assets, Cost of maintenance.
• Utilization of Working Capital Interest on
  Working Capital, Inventory Turns and Receivables.
• Trend of revenue growth market share growth
  from existing markets new markets Product
  Portfolio
• Strategy SWOT Analysis Innovation
• Employee Productivity
• Revenue Per Employees, Cost Per Employee,
  Conversion Cost as percentage of revenue and
  Selling Administrative Costs as percentage of
  revenue, value of intellectual capital.
• Efficiency Order-to-Delivery Cycle Times and
  Process Cycle Times

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Organization Culture Analysis

• ObjectiveThe objective of this stage is analyze
  the organizational culture, management climate
  leadership effectiveness of the organization
• Output
• Evaluate change readiness of organization
• Current state of competing values the distance
  from desired culture
• Approach to align culture to business
  requirements
• Gaps in leadership effectiveness of leaders
• Perception of self company
• Perception of improvement opportunities
• Time Frame 1-2 Weeks
• Studies
• Management Climate Analysis
• Competing Values Framework
• Leadership Analysis Change Leadership Behaviour
  Analysis
• Measurement of employee involvement Suggestion
  per Employee, Cross-Functional Team
  participation, etc
• Process for translating TQ Principles into
  Company culture
• Structured Interviews with Senior Management
• Skills Competency Enhancement Practices

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Process Systems Analysis

• ObjectiveThe objective of this stage is to
  analyze the business processes management
  framework of the organization
• Output
• Identify gaps in the internal business process
  management control systems .Impact of gaps on
  performance
• Measure the robustness of the existing processes
  management control systems
• Time frame1-2 weeks
• Studies
• Brown Papers
• Mapping Critiquing existing management control
  systems in marketing management, distribution
  management, productions process management,
  service management, planning, purchase management
  etc.
• High Level Process Maps
• Mapping Critiquing existing planning process,
  service delivery process, order management
  process, complaint redressal process, NPD process
  etc.

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Process Systems Analysis (Cont.)

• Other Studies
• Resolution systems processes
• Interface issues inside the organization and with
  external partners for end to end processes
• Usage of bench marking as a stimulus for process
  improvement
• Evaluating practices for new product introduction
  
• Practice do you follow to qualify the processes.
• Practice to qualify the material/services
  delivered by the new process
• Systems to capture delivery performance,performanc
  e gap in delivery and key operational areas.
• Processes Systems for Information Management
• Selection Use of Comparative Information
  Including Competitive Data
• Systems to review performance and initiate
  corrective actions

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Strategy Planning Analysis

• ObjectiveThe objective of this stage is to
  analyze how the organization implements its
  mission and vision via a clear stakeholder
  focused strategy, supported by relevant policies,
  plans, objectives targets and processes.
• Output
• Gaps in strategy planning process
• Opportunities to align strategy to organizational
  needs
• Time frame1-2 weeks
• Studies
• Mapping current Strategic Planning Process
• Target customers and value proposition,Competitive
  environment present and emerging,Changing
  Technologies,Resource Requirements
• Process for establishing goals related to
  Quality and Customer Satisfaction
• Determination of target customers their needs
• Systems to link innovation to growth, systems to
  reward innovators
• Understanding key strategies and goals and your
  time table for accomplishing them
• How do they relate to industry leadership, relate
  to World Class.
• Balance between strategy education and day-to-day
  operational management
• Process for tracking responding of changes in
  the external environment
• Customer Preferences,Competitive
  environment,Technologies

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Operations Analysis

• ObjectiveThe objective of this stage is to
  analyze current operational effectiveness
• Output
• Cost saving opportunities in throughput, yield ,
  waste, energy purchase
• Improvement opportunities in equipment uptime
  maintenance
• Opportunities to improve productivity, reduce
  turnaround times complaints
• Gaps in supervisory behaviour operator
  management
• Time frame1-2 weeks
• Studies
• Shop Floor Observations
• OEE Earned Hours,Downtime Study,Yield Loss Flow,
  Machine Operating Study
• Man Loading Productivity Studies
• Sigma Levels Quality Study
• On-time Performance Study
• Day in the Life of Machine Operator, Supervisor
  Production Manager
• Supplier selection management process systems
• Pre-certified supplies of material/services ,
  Continuous Quality-Cost Improvement,Involve
  suppliers during early stages of product/Service
  development.

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Marketing Analysis

• ObjectiveThe objective of this stage is to
  analyze the external forces that affect the
  business of the organization. These external
  processes determine an organizations readiness
  to market.
• Output
• Understanding of current market landscape
• Strategic Direction, which includes all
  elements of the marketing mix viz. Product,
  Price, Promotion, Distribution
• Time frame2-3 weeks
• Studies
• Marketing Transformation Survey
• Marketing Analysis Segments, Trends, Size
• Analyze competitive products/services using tools
  such as 'Radar Diagram.'
• Usage of Other tools of Competition Analysis
  SWOTs, Marketing Intelligence
• Customer Buying Behaviour Analysis In-depth
  Interviews, FGDs,Surveys
• Marketing Storyboards
• Observations Mystery Shopping Study
• Systems for capture translation of key customer
  requirements into product design

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Sales Distribution Analysis

• ObjectiveThe objective of this stage is to
  analyze the sales distribution effectiveness
  of the organization.
• Output
• Gaps in current sales distribution systems,
  practices processes
• Sales improvement opportunities
• Cost reduction opportunities- Distribution ,
  Inventory etc.
• Salesmen Behaviours Training needs analysis
• Current relationship management improvement
  opportunities
• Trade marketing effectiveness vis-à-vis best
  practice
• Time frame2-3 weeks
• Studies
• Day in the Life Of (DILO) Salesmen, Area Sales
  Manager, Distributor Salesman
• Customer Call Effectiveness Analysis
• Channel Member Economic Model Incentivization
• Sales Roles Responsibility Definition
  Incentive
• Current Training Levels Salesmen, Channel
  Partners
• Push vs. Pull Retailer Interviews, Observation
• Trade Marketing Analysis Presence, Position,
  Presentation Service
• Channel Partner Feedback

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Customer Satisfaction Analysis

• Objective What results the organization is
  achieving the relation to the satisfaction of its
  external customers
• Output
• Gaps in current satisfaction measurement systems
  processes
• Satisfaction improvement opportunities
• Cost saving opportunities Lean Consumption
• Closing the loop with business marketing
  strategy
• Time Frame 2-3 Weeks
• Studies
• Perception of Sales and after-sales
• Activity base costing Cost of complaints
• Mapping existing complaint tracking system
• Aggregate complaints received, analyze and use
  the information to prevent future complaints
• Current Customers and Trade satisfaction
  measurement systems
• Usage of satisfaction data for improvement of
  Products and Services
• Tracking of trends of repeat business, delivery
  performance.
• Linking of the findings of satisfaction surveys
  to derive strategic initiatives
• Customer perception of accessibility,
  communication,flexibility responsiveness
• Service standards for employees that come in
  contact with the customers

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For a Detailed Discussion Contact

• Mobile [phone]
• Fax [phone]
• solutions_at_mastersunindia.com