Testimonials

The consultants implemented a productivity-based compensation plan that allowed the employees to view the goals and track their results. Part of this productivity-based compensation plan included a matrix that detailed metrics based on sales, productivity and scrap to show the overall productivity of the employees. As a result of this new information and the new compensation plan, employees worked harder to compete which improved overall productivity.

When the business analyst first came in, the business owner was concerned with how much time she was losing on the production floor answering what she thought were unrelated questions about her business. By the end of the analysis, the business owner came to realize the importance of what the analyst was doing. The business analysis showed that while she viewed her business as a corporate style business, she was still running the business as a “mom and pop” shop.

For 25 years Dan felt as though the business was hitting a glass ceiling. He would reach a certain level of success in his business, only to fall back when the market conditions changed. The consultants came in and gave Dan the tools necessary to allow his business to succeed. Daily reports are now created that clearly define the problem areas for Dan’s business so he knows where to focus his attention.

Dan describes the business analysis as a reality check: the consultants will not pull any punches. The consultants came into Dan’s business and defined the problems.  But more importantly, they told him how to address these issues. Key reports were created to identify problems that allowed Dan to make the necessary improvements.

The consultants came into Dan’s business and created a set of budgets for each department that allowed Dan to make better business decisions. The consultants greatly increased the timeliness of the information he received from the new reports, which also gave Dan a clear vision for the future.

The first thing the consultants did for Dan’s business was to audit the accounting department. During the process Dan was given daily updates with the consultant’s findings. Clearly defined numbers were given to Dan to support the need for changes within the business.  As a result, one of the changes Dan was able to make because of the work done by the consultants was to adjust the labor rates upward to where they would cover all the appropriate expenses for his business.

The business analyst was able to come into Dan’s business, spend some time with all of the key employees, and identify a number of key issues with the business.  At the end of the business survey, the analyst was able to give Dan a road map on how to manage the challenges within his business.

The business owner and his son had been running a profitable business for years, but now they were trying to grow the business and were losing money. The size of the business was exceeding their ability to manage on their own. The analyst came in and identified the problems that were standing in their way.  But more importantly, he defined what they needed to do to make the business profitable again.