We carry out operational consultancy assignments for the executives and directors of business units in service or production companies. We help them increase their performance and competitiveness by transforming their business activities.

From assessment to operational rollout, we work alongside them to optimize processes and organizations, improve the value provided by the middle and back office and develop potential innovation within the BU.
We support these transformations — sometimes in sensitive contexts — in all areas of the business: organization, processes, information system, skills, business practices and culture.

Our support is guided by the wish to close the gap between strategy and operation. With our clients, we design operational solutions tailored to the challenges of their business line and aligned with their company strategy.

Our work reflects the complexity of performance improvement projects. These transformations often generate important changes for company stakeholders. With this in mind, we use our change management expertise to situate transformations in the long term: securing support, organizing professionalization, changing the culture, uniting the energies around achieving lasting results and so on.

The quality of our consultancy is based on :

  • A team trained in the company's value analysis methods, process optimization (lean management and lean six sigma) and change management practices
  • A group of experts in operational excellence with the task of developing and using knowledge of the improvement drivers unique to each of our areas of involvement
  • An approach promoting participatory initiatives that involve the staff and make the management responsible for progress plans.

We also make sure that we contribute to the development of a culture of experimentation and continual improvement, which maintain agility and are essential prerequisites to pursuing company performance.

Success story
1.
Restructuring the document management and logistics system of a retail bank

The context :

Our work was carried out in the context of creating a logistics system in France and abroad. Our client wanted to standardize the activities and structure the organization of the unit, manage and control the logistics activity as an integrated process, and develop a service offering.

WHAT WE DID :

On the basis of our analysis of the existing situation, we carried out supplier benchmarks and put forward a target organization model (shared services centres and expertise). Once the directions and business case had been approved, we supported the operational implementation of the system. This support included the sale of industrial sites, development of the offering, improvement of the quality of service and management of the operational efficiency plan.

WHAT WE ACHIEVED :

The creation of the document management and logistics system and the savings plan launched within the business units led to the reindustrialization of the publishing assets (several €M investment) and to the generation of savings on gross operating income, which were estimated at 10% of the total budget invested by the business each year.

2.
Developing an industrial assets culture for a major energy player

The context :

The Operations Division wanted to overhaul the description and management practices and include them amongst the company's industrial assets. Our work took place in a context of regulatory change, with the prospect of several retirements.

WHAT WE DID :

In a collaborative initiative, we supported the business units responsible for maintenance operation activities and the regions.
We developed a shared language, reviewed the key processes through product lifecycle management and defined the principles for organizing and coordinating line management.
We also led the action plan aiming to implement new practices (change in doctrines, procedures, job descriptions, professionalization, development of information systems, etc.) and measure the level of appropriation.

WHAT WE ACHIEVED :

Our client was able to implement a formalized assets policy, which was included amongst the company's ten priorities. Our support also made it possible to accept the discontinuation of some longstanding practices.

3.
Optimizing the debt collection activities for the consumer credit of a retail bank

The context :

The Debt Collection Division wanted to improve the performance of its activities in France and in thirteen European countries and evaluate the possibility of selling debt portfolios.

WHAT WE DID :

We reviewed the debt portfolio and identified avenues for improving performance in line with the reality of operational practices. Then, on the basis of our recommendations, we managed the launch of outsourced debt collection, from the procurement strategy to the redesign of business procedures and practices.

WHAT WE ACHIEVED :

Our work made it possible to improve the quality of suppliers and implement measures to prompt improvement in performance. Furthermore, our client developed debt collection within claims proceedings and reduced risk.

4.
Creating a decision-making system to optimize the journeys of maintenance technicians

The context :

A distribution networks manager wanted to acquire a system enabling it to optimize the location of its 1,000 callout sites and their customer catchment areas whilst reducing the journeys of nearly 10,000 technicians.

WHAT WE DID :

We steered the development of innovative engineering, which we trialled and approved in stages with the business line and senior managers. We then structured and managed a national services offering for the regions, taking into account the human, geographical, material and property requirements.

WHAT WE ACHIEVED :

Our client was able to formalize and industrialize its expertise, enabling the management to anticipate changes and measure risks objectively. The business is now more responsive to its customers and has a more optimal breakdown of resources in its sector.

5.
Improving the service and optimizing the costs of call centres

The context :

In the framework of a programme to improve its customer relations, the Operations Division of an energy services provider wanted to implement an "out-of-hours call centre" and reduce the cost of its services.

WHAT WE DID :

Our work involved the rollout of new services by customer typology (implementation of an interactive voice response server and customer communication plan), renegotiation of the contract with the call centre service provider and rollout of the service provider quality management scheme.

WHAT WE ACHIEVED :

Our support made it possible to reduce the volume of calls handled by the call centre significantly and make savings in call centre services by improving the quality of service.