Invited, by previous client, to review a small window manufacturer in Worcestershire acquired a year or so earlier which was losing money.
Stage 1
Initial visit was for two days, this identified a range of operational shortcomings and short-term proposals were put in place including:
- Be realistic on lead times – offer quote by end of following day not same day.
- Get both Order and Quotation software onto same computer.
- For fitting jobs arrange for client to hand payment on last day, previously not paid to time.
- Identified critical documentation for FENSA membership that was outstanding.
- Relocate fax machine saving considerable time having to go to office downstairs frequently.
- Run a TO DO list at the end of each day and identify top 5 – keep that priority the next day.
Stage 2
A further four days produced recommendations and put procedures in place including:
- Quotes system with numbered Costing Sheet and Log.
- Complaints book and procedure, including requirement that any parts required must be on hand before sending fitter/installer.
- Procedure to ensure deposits were taken on all orders.
- Put survey forms in place (in line with suppliers) to be fully completed by surveyor, replacing previous sheets of paper and often verbal instructions which was causing mistakes.
- Set up Weekly Job Sheet for Installers and Surveyors with office white board – all schedules to be set by office.
- Commenced review of purchasing (for example buying glass from small local supplier was higher price and duplication of purchasing effort).
- Identified communication issues and solutions.
Produced initial review of Stage 1 action points, identified to directors that there were concerns about the ability of the person managing the window operation to do the job – more of a No.2 than the manager.
Stage 3
Four days.
After a total of ten days on site I produced a review of Stages 1 and 2 with the following recommendation:
- Make a planned withdrawal from the Window business. OR
- Install a new manager to replace or at a minimum to supervise the present incumbent.
Stage 4
The incumbent was effectively demoted, and I was asked to produce specification for new manager and place advertisements and conduct initial interviews. After discussion I agreed to interim manage the business and take it further.
This led to rationalisation of in-house production, which was not profitable on small volumes, and greater outsourcing including better supplier quality control.
A strategy of going more up market was pursued and accompanied by building a small showroom for the first time. Initial client contact for survey became sales call and not as previously by a technician.
The company was returned to profitability.
Summary
After six (split) days, key weakness identified and after total of ten days final recommendation made with supporting justification to make changes within employment law.
Having taken on interim management of the business, introduced more professionalism, showroom, moved upmarket, rationalised in-house manufacture and returned the business to sustainable profitability.
Hit the ground running – identified issues quickly – practical, sustainable solutions.