Aviation Support

Typical work activities

The day-to-day activities of business are often complex and varied. Consultancy is essentially entrepreneurial in nature and project-based. Projects can vary in length depending on the type of consultancy, firm and the demands of the client. They can involve an individual or a large team. They can be based at one site or across several international borders.
Typical tasks involve:

• Carrying out research and data collection.
• Conducting analysis.
• Interviewing client’s employees, management team and other stakeholders.
• Running focus groups and facilitating workshops.
• Preparing business proposals and presentations.
• Spending the majority of time at the client's site.

In addition to the above, tasks for more experienced and senior consultants involve:

• Identifying issues and forming hypotheses.
• Formulating and implementing recommendations/solutions.
• Ensuring the client receives the assistance needed to implement recommendations and solutions.
• Managing projects and programmes.
• Leading and managing those within the team, including analysts.
• Larger leadership role in the management of client relationships.

Process Design

Our approach to process design captures creativity and practicality as essential inputs to enhancing processes that simplify and improve the organisation:

• Design and build the most efficient processes to optimise business success.
• Build in mechanisms for change and improvement.
• Use processes as a way to drive corporate change objectives and goals.
  In an ever changing world, many organisations face the problem that they must make their structure (and its inherent processes) meet the present and future needs of the business.

In achieving this, designing the optimum structure (process design) should take into account the range of issues which will influence it, as examples:

• Cost constraints.
• Nature of work.
• Volumes.
• Skills availability.
• Management processes.
• Culture, history.

  External and legislative drivers.

Process Re-engineering (PR) is one of a number of methods available to management to improve the performance of their organisations. It is most effective when the three Cs - Customers, Competition and Change (usually technology driven) create the requirement for a big (radical) improvement in a short space of time.
PR, unlike most other methods is not concerned with questions about how to make existing processes better, faster or cheaper, but with the question 'why do them at all'? The PR focus is on how to do things differently. Successful PR projects can lead to a follow up programme of continuous development.

Operations

The demand for customer centric focus, end to end integrated operations and optimal cost management has never been greater. We bring capabilities in management and process improvement to help companies optimise their operating processes and supply chain.

We help our clients transform their key value chain functions, from customer management, process management through to sourcing of services and goods. We apply proven cost management methodologies to facilitate agile responses to changing conditions and to drive business growth. We support our clients to improve value, eliminate waste and reduce costs to leave lasting sustainable benefit.

We use a set of solutions and disciplines that helps organisations achieve greater efficiency, enhanced performance of their systems and processes and increased profitability.
In achieving this, the organisation will become more commercially and customer focused, increasing competitive edge by:

• Developing and maintaining quality standards of production, service and delivery.
• Addressing market forces and influences such as external compliance, environmental and risk factors and reflecting these in the business processes and procedures.
• Becoming aware of the need to measure, monitor and be critical of processes and procedures to focus on corporate objectives and goals.

Operational efficiency is an essential goal for any organisation. Improvements can result in dramatic savings and greater productivity.

By integrating complex management elements both external and internal, effective management systems can be developed; risk can be managed and mitigated: all this delivering lifetime performance.