Improve Operational Performance

Our experience tells us that clients can improve the three aspects of operational performance – Quality, Cost and Delivery - simultaneously, by pursuing the right Operational Excellence strategy. Improving the quality of products and services doesn’t need to increase costs, rather it can reduce them. Reducing costs, through the elimination of waste and failure demand, should also improve quality.

We help clients:

  • Design and implement new operating models – where a transformation in operational performance is required and processes, organisation structures and systems are misaligned
  • Improve Quality Cost Delivery (QCD) outcomes – often where financial penalties or regulatory breaches are being incurred, and a rapid turnaround in performance is required
  • Improve Supply Chain performance – especially in complex, extended supply chains with quality and delivery issues
  • Implement MI frameworks – often for contract and project-based clients, where time is limited to deliver operational targets at the targeted profit levels
  • Build a Continuous Improvement culture – typically building on a new operating model and QCD improvement projects to ensure improvements are sustained.

We have created two specific service offerings for 1) improving the ease of rolling out of the Smart Meter programme to all UK power customers and 2) assessing the capability of factories across multi-site operations.  Further details are available through the links below.

Design and implement new operating models

Defining and taking the real operational choices; progressively building an integrated Target Operating Model; and supporting clients through implementation and optimisation

Improve Quality, Cost and Delivery outcomes

Applying Lean and Six Sigma thinking; implementing core quality concepts; and up-front problem solving training to lay the foundations for sustainable improvement

Improve Supply Chain performance

Developing Supply Chain cost of quality models; assessing Supply Chain maturity; and developing and implementing improvement plans

Implement (project based) MI frameworks

Developing and deploying a QCD performance framework, and using this to drive and sustain improvements

Build a Continuous Improvement (CI) culture

Developing the CI strategy and infrastructure; building capability and a common approach to problem solving; and embedding a CI culture.

The savings of the projects after 12 months are estimated at six times the initial investment (excluding future savings), which is an outstanding result. Such a success would not have been possible without your expertise, professionalism and availability.

Laurent Troquet

Quality Director


Case Studies

Sonaca: Quality Improvement for Real Savings

We devised and delivered a training and coaching programme that generated six different Six Sigma process improvement projects at the Sonaca, Belgian plant.

Northern Gas Networks: seeking alignment with a partner

Working with the client and their contracting partner to improve efficiency, customer satisfaction and safety for all those involved.

Airbus: variation reduction

Oakland Consulting has been working with Airbus over several years to develop and implement an effective improvement programme. This case study briefly describes just one of the hundreds of projects undertaken. It describes the first project undertaken by an Airbus Black Belt candidate, recently trained by Oakland Consulting in Lean Six Sigma.

EADS: Six Sigma Improvement

We devised a training programme to include learning sessions built around projects that deliver improvements in On-Time, On-Quality Delivery (OTOQD) and auditable business benefits of at least €150k per project. Oakland consultants were also tasked with delivering the learning sessions and providing coaching for the participants, including was an “Executive Black Belt” (ExBB) programme.

Transforming Business Processes Shell Services

The project involved the development of a business framework to identify the strategic and operational gaps that needed to be addressed for Shell Services International to achieve its vision of being recognised as a world leader in integrated solutions. Several key strategic projects were launched to address: quality of service delivery in key areas; re-engineering and the development of end-to-end business processes, e.g. contract to billing; people skills, particularly the development of customer-centric skills; development of an SSI balanced scorecard.