Operations Excellence experience
Transforming the effectiveness and efficiency of operational processes
We focus on helping clients to transform the effectiveness and efficiency of their large-scale operational processes and to continually improve the core operation of their service organisation, by offering a range of services, including:
Target Operating Model
The Target Operating Model (TOM) seeks to create the optimal business architecture for the successful realisation of strategy. It acts as a focal point for decisions on operational strategy such as what functions should be shared, how functions should be configured in size and budget, and where operations should be performed and by whom. The TOM covers all dimensions of the business (people, organisation, process and technology) that contribute to the realisation of a vision.
The model itself is a flexible one, and can range from the simple, local model, eg a blueprint for a specific change, to a complex articulation, eg a major global transformation of an organisation.
Determining what should and should not be outsourced can be a key element of a new TOM. We are proud of our independence: as the largest consulting firm that doesn’t deliver outsourced services we are uniquely placed to help you make that determination, to find the right service provider and to help you make sure they deliver.
Process transformation
There is a huge range of tools and methods out in the market: BPR, Lean, Six Sigma, EFQM & TQM, Process Simulation, etc. Deloitte can help you make sense of the alphabet soup, work out what’s right for your challenges and develop the right implementation strategies that leverage our world-class programme and change management capabilities.
We can help you develop a programmatic approach to using these tools, deploy them to help solve your most significant operational challenges and develop your in-house capability supporting the creation of a continuous improvement culture.
Continuous improvement
Too often, managers believe that it is their role to design new operating models and that staff are there to do as they’re told or, even worse, will inevitably be blockers to change. But the world’s most efficient companies understand that continuously striving for operational excellence can only be achieved when every employee is fully engaged in the exercise. Front-line staff typically have the best understanding of the sources of customer dissatisfaction and operational inefficiency and, given the right tools and facilitation, can play the key role in making improvement.
Deloitte has experience of developing roll-out programmes for embedding a continuous improvement culture and capability into an organisation.
Key contact
Kieran Devery, director
T +353 1 417 2532