Engineering sector
The current economic climate in Ireland, increasing costs and price shrinkage, is putting tremendous pressure on companies in the Irish Engineering Sector. This has come about as a result of Ireland’s small open economy where competition comes from all over the world. The Irish Engineering sector is a significant player in the overall context of the Irish economy with over 1,500 Engineering enterprises, including 190 multinational companies. Their activities range from aerospace technology, to materials handling and automotive components.
Lean Business Systems can assist companies in the Engineering Sector to address these pressures through a programme of business review and evaluation coupled with leading your organisation through a Lean transformation. Many companies have already taken on this challenge and are well on the way to success. The programme lead by practitioners from Lean Business Systems will encompass an analysis of your business model together with a review of each step taken to fulfill your customer’s needs, from your customer’s point of view. This is followed by developing a “Future state map” together with a list of actions necessary to move the organization from “Current state” to an agreed “Future state”. By repeating the above actions on a regular basis, continuous improvement actions are regularly identified laying the foundations for developing a continuous improvement culture across your organization.
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Manufacturing and Service sector
The Irish Manufacturing and Service sector is at a critical point in its development. It has seen sustained growth in its development since the 1960 when the Irish Industrial revolution began. This development and growth continued into the late 1990’s and early 2000’s however we receive daily reminders from the many economic commentators that this period of growth and development has reached a plateau and in some Manufacturing sectors has regressed altogether.
Lean Business Systems works with many companies in the Manufacturing and Services sector located both in Southern and Northern Ireland and internationally, enabling them to be truly competitive on the World stage. The road to Lean in Manufacturing and service companies begins with a complete review of the business. This will involve an analysis of the business model together with a review of each step taken to fulfill the customer’s needs, from the customer’s point of view. This is followed by developing a “Future state map” together with a list of actions necessary to move the organization from “Current state” to an agreed “Future state”. By repeating the above actions on a regular basis, continuous improvement actions are regularly identified laying the foundations for developing a continuous improvement culture across the organization.
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Healthcare
Healthcare organizations around the world have faced difficult situations over the past 15 to 20 years. While there have been breathtaking advances in disease eradication, treatments and cures together with multiple increases in spending in Healthcare it is the perception of the public that the advances are not fast enough and provided efficiently enough. This is a dilemma for a large number of healthcare providers and leads to frustration among the healthcare workers and general public. In many instances there would appear to be no solution to this dilemma only throw more money at the problem and hope it goes away. This has been tried in many countries, resulting in huge increases in healthcare spending with very little improvements resulting. Patients are still spending a lot longer sitting in queues’ than being treated by their doctor. – There has to be another way, and there is.
A number of Healthcare organizations are in the process of adopting and implementing Lean principles in their organizations that would have traditionally been implemented only in manufacturing environments with phenomenal success. Many of the Healthcare managers are discovering that the same principles apply to their environment that apply to Manufacturing environments and by tailoring the solutions to their needs, they achieve the same breakthrough successes as manufacturing organizations do.
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Financial Services
A new and fiercely competitive landscape is emerging in financial services. Deregulation and the globalization of finance are inaugurating industry-wide consolidation as companies merge to gain economies of scale, eliminate excess capacity, and cut costs. It is a diverse and complex sector where Clients are seeking to drive top line growth and build a better understanding of product and customer profitability to enable them to deliver better targeted products with more sophisticated pricing to specific customer segments. Active focus on cost structures and effective use of outsourcing and strategic alliances are also an important driver of profit improvement.
Lean Business systems have worked with many Financial Services clients to shape and define their growth strategies. They help product providers address the dynamics of mature markets, differentiate their offering, strengthen customers’ brand loyalty, and address pricing pressures. By taking the initiative to transform your organisation to Lean you can achieve similar dramatic improvements to your key success factors that others in your sector have achieved.
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