Financial Operations & Commercial Improvement

We are action-based, not theory-driven.

When we talk about financial operations and commercial improvement, our actions speak louder than words.

Assessment and implementation are completed in a matter of weeks, not months or years, to improve bottom-line performance.

We can help you shift gears with a goal of changing the operating results from good to great. We assist on major acquisitions or divestiture projects at one of your divisions or plants. We improve your organization’s performance to what you expect to deliver to your customers, your board, and your shareholders.

After an initial assessment process, we will use our enterprise mapping process to develop and implement an improvement roadmap. We will institute metrics and accountability process to ensure the greatest results, as well as focus on long-term sustainability.

Financial Operations and Commercial Improvement Case Study

World Leader in Water Jet Technology
The Facts
  • Whitehall was engaged to help the organization avoid expansion costs and absorb new business opportunities in-house with the following steps:
    • Optimize production efficiency and throughput by minimizing material handling and movement
    • Eliminate repeat actions and establish metrics for all activities
    • Establish clearly delineated areas for WIP and minimize product movement
    • Create point-of-use inventory, where appropriate, and monitor wait times
    • Create inventory management by sight, where appropriate, and clearly defined metrics
The Approach
  • Maximize the efficiency of the current space and staff and monitor performance daily with the following steps:
    • Collecting data on 2014 and 2015 plant performance metrics
    • Meeting with key management personnel regarding inventory performance, finished unit throughput, and scheduling
    • Working with a manufacturing engineer on a daily basis to discuss ideas for improvements
    • Conducting time studies in pump assembly and finished unit assembly
    • Processing mapped pump assembly to determine value-added versus non-value-added activities
The Results
  • Opened approximately 40% additional capacity within eight weeks at the cost of only one full-time employee
  • Created a matrix for project initiatives that were approved by the senior management team to start project throughput
  • Established a tracking board on the plant floor for plant performance to include financial performance, inventory reduction, unit output, and obsolescence tracking
  • Created a staging area before paint that will eliminate pump pre-assembly masking
  • Microsoft Project Gannt Chart created to track all initiatives

Is your goal to drive your company’s performance to the next level — from good to great, or from bad to good? What is your long-term strategy?