Operations
Operational Strategy
Strategy is not solely within the domain of the C-suite. While the terms "cascading" and "alignment" are used generously, true cases in which each element of an organization internalizes, enhances, and executes the corporate strategy are not as common. North Highland has recognized the role "strategic planning" can play for each business unit or function. As organizations define their core competencies, make in-source/outsource decisions, and manage M&A activity, it is critical for all operational elements in an organization to understand and communicate their strategy and highlight their unique contributions.
A global telecommunications company was preparing for the shift from analog to digital services and needed a new digital broadband operational model that was scalable. A North Highland team analyzed the market for requirements and worked with the client's subject matter experts to create a new, end-to-end operational model to support market needs in a digital environment. For a leading healthcare company that had a strategic priority to reduce operational costs, we supported the development of operational process improvements and the technology-related projects required to realize them. Following a comprehensive analysis with cross-functional stakeholders, opportunities were prioritized and business cases were created to support development of a technology roadmap to reduce operational costs.
Back to TopProcess + Performance Improvement
Despite over 20 years of extensive efforts to institutionalize process management through Process Reengineering, Total Quality Management, Six Sigma, and Lean, organizations continue to struggle with control and stabilization of their processes. Though companies invest heavily in tools, training, and resources, far too often there is very little true understanding of the basic elements of those processes. North Highland concentrates on those elements that are crucial to the long-term performance and control of well-performing processes. An organization must have the ability to understand the integrated nature of the processes, the critical path in which the output flows, and the critical dependencies within that flow. Without that understanding, regardless of how "well presented" the process is, there likely will be very little ability to control and improve it.
We've worked extensively with multiple clients in the application of these disciplines as well as our knowledge of leading practices to improve performance. We've supported organizations with the assessment, design, and implementation of processes, organization structures, measures, and technologies. For example, we assisted a global manufacturer experiencing process breakdowns, planning issues, inventory build-up, and poor delivery performance. We assessed their organization structure and key supply chain processes and identified opportunities for improved alignment. These included the integration of operations planning and purchasing processes and a newly designed supply chain organization structure that drove significant improvements in process owner accountabilities and communications.
Back to TopSupply Chain Optimization
Over the last 30 years, organizations have made significant investments in their supply chain capabilities (resources, technology and processes) to create a competitive advantage in the marketplace. Despite these investments, businesses have had mixed results in improving service levels and controlling the costs of their supply chains. These shortfalls are due in part to the lack of integration between key internal supply chain functions and external trading partners. Our experience informs us that successfully managed supply chains embody the following critical attributes: flexibility, dynamic processes, visibility to product and cost information, consistent execution across functions/organizations, and the ability to manage risk and regulatory compliance. North Highland's practical and holistic approach to supply chain optimization ensures that clients realize desired service levels and cost objectives in less time and with less fuss.
A global oil-field systems manufacturing company was experiencing difficulty fulfilling rapidly increasing demand for their products. North Highland quickly assessed their supply chain operating model and identified misaligned functional accountabilities as a key root cause. The team successfully redefined and implemented new processes; developed new roles to support key points of integration between operations, procurement, and vendors; and implemented a supporting organization structure. In another case, a leading real estate services company was unable to realize procurement leverage due to its highly decentralized operating model. North Highland analyzed procurement spend, identified significant potential savings and implemented a program to aggregate demand and negotiate contracts with savings valued at more than $15 million.
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