|
CONSULTING
SYSTEMATISE YOUR COMPETITIVE ADVANTAGE OR IMPROVE PERFORMANCE FOR ..
- REPEAT FAILURES -
- HIGH RISK ISSUES -
- MAJOR INCIDENTS -
- INSURANCE CLAIMS -
- LITIGATION EVENTS -
Our patented approach reveals exactly what went wrong; how it went wrong and what you can do to mitigate the risk of re-occurrence.
For litigation issues the exact percentage each party contributed to the adverse outcome is part of our patented analysis and reporting.
CAPABILITY TRANSFER
- METHODOLOGIES -
- TRAINING -
- SOFTWARE -
- WORKSHOPS -
Our customised, or off the shelf, enterprise solutions …
- quietly collect performance data from your operations
- alerts you to escalating trends (before they turn into critical adverse events)
- monitors implementation and effectiveness of corrective actions - Shares the lessons learned in one part of the enterprise with others who may face the same issues.
A scalable knowledge management & performance improvement solution
Build unique IP and strengthen your competitive advantage
MAKE THE CALL NOW!
+61 (2) 9264 0888
|
|
THE SYSTEMIC APPROACH FOR RELENTLESS PERFORMANCE IMPROVEMENT
CONSULTING & CAPABILITY TRANSFER
Systematise your competitive advantage - then automate the continuous innovation to keep ahead of your competitors
and ...
Systematise your defences to guard against your biggest risks; then use every variation to fine tune and innovate the risk management
[S-R-P]
SYSTEMIC-RESILIENT-PRECISION PTY LTD
+61 (2) 9264 0888
email: srp @ s-r-p.biz
- FREE -
Initial Consultation
Web & Telephone
|
|
RISK AND QUALITY CONTROL
-RELIABILITY & ENGINEERING-
-HEALTHCARE-
-HUMAN SERVICES-
-SAFETY & ENVIRONMENT-
-IT SYSTEMS CONTINUITY-
WHAT THE HARVARD BUSINESS REVIEW HAS TO SAY ...
“Fire fighting is an old, familiar way of doing business … People rush from task to task, rarely completing one job before being interrupted by another… serious problem solving degenerates into quick-and-dirty patching. Managers must perform a juggling act, deciding where to allocate overworked people and which crisis to ignore for the moment…
What factors underlay this destructive pattern? Fire fighting isn’t an irrational response to high-pressure management situations … Ultimately, however, fire-fighting organizations fail to solve problems adequately and forgo so many opportunities that overall performance plummets.
Some companies never fight fires, even though they have just as much work and just as many resource constraints as other companies do.
They have strong problem-solving cultures… They don’t tackle a problem unless they are committed to understanding its root cause and finding a valid solution. And they don’t reward fire-fighting behavior.”
“Stop Fighting Fires” by Roger Bohn
[HARVARD BUSINESS REVIEW Volume 78]
|
