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We’re not here to tell you how to run your business

 

The primary services of Maestro Business & Academy are:

  1. As the Business part, delivery of tangible, sustainable bottom-line benefits
  2. As the Academy part, the transfer to our customers of the knowledge of how to do this consistently across one or more sites without further intervention for ourselves
  3. Cultural change to ensure that “culture does not eat the strategy for breakfast” – Drucker

In other words we’re here, “not to sell fish, but to teach how to fish.” Thereby we do whatever it takes for our customers to be more successful and basically work ourselves out of a job – while perhaps being introduced upstream or downstream into their supply chain where we can continue to help them be even more successful.

A. A preliminary exploration of business data, the manufacturing processes and their relationships, in the context of the overall goals and strategies of the business, will provide some fairly hard cash benefit statements, time-frames and return-on-investment deliverables.

  1. Financial data relating to the cost of goods sold and current inventories is converted into days of Raw, Work-in-Progress (WIP) and Finished (FGI) inventories. – typically amounting to several days or weeks.
  2. Days or weeks of WIP are representative of customer lead time, the time to enter, produce and ship an order – the inventory investment pipeline of partially finished product contains cash (often more than necessary) embedded in working capital that cannot be used elsewhere.
  3. These days or weeks are compared with the hours or minutes of work content time, the total time that a product is having value added in machine and/or labour intensive environments.
  4. The objective is to bring lead times of days or weeks to deliver products into alignment with the hours or minutes to make them.
  5. This is done by linking and synchronising the output of each of the manufacturing processes in a flow, whereby once a product is released into production it’s engaged in a flow, advancing seamlessly from one process to the next instead of doing start-stop-start-stop.
  6. The shortening of the WIP inventory investment pipeline in this way (e.g. from weeks to days) means that once the WIP is completed and sold at the normal market price most of the cash need not be reinvested again in inventory but can be invested elsewhere in the business.
  7. Further, by now being able to supply what the customer needs within the time they’re willing to wait (in hours or days) much of the FGI too, when sold at the normal market price cash, need not have the cash reinvested again in inventory but invested instead elsewhere in the business.
  8. The difference in days of inventory between current and future WIP and Finished inventories, when translated back into money terms, gives an indication of the quantities of cash that can be released into the business as tangible, sustainable benefits.
  9. The costs of the implementation of flow manufacturing, off-set against these benefits, provide a hard indication of the return on investment or ROI of a programme, that typically exceeds 10:1.
  10. Raw inventory, as the least expensive most flexible inventory, continues to be held as a strategic reserve until later in the flow manufacturing implementation programme. By bringing the customer much closer to the supplier (by days instead of weeks of lead time through manufacturing) it can be replenished more to demand than to inherently inaccurate forecast. Instead of having too much of what’s not needed but more of what is, Raw material stocks can also be reduced over time

 

B. Before and during a flow manufacturing implementation programme, staff at all levels of the business organisation engage in the knowledge transfer process, appropriately tailored to their requirements, from the top floor to the shop floor to:

  1. Encourage the critical transfer of ownership from Maestro to customer staff as early as possible.
  2. Engage them in the implementation process from the earliest stage in order to produce a dynamic team relationship whereby the right data and information is made available at the right time to advance the process to a successful conclusion.

We would never pretend to be experts in our customers’ business or industry – although we do have experience of dozens of different industries. Our expertise lies in working constructively and creatively with customers’ staff and management teams to faithfully amalgamate the business at hand with the principles of flow.

C) Cultural Operating System

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Maestro Business & Academy Ltd.
Maestro Business Centre
Royal Mills Suite NS505
2 Cotton St
Manchester
M4 5BD

Tel: 01616 727 417
Mob: 07989 502 808
mmo@maestro-academy.com

Company No. 08639926
VAT Reg: 171085617