FBM -An operations management consulting firm.

What is the background of your people?

All of FBM's people have experience in both industry and management consulting. Our consultants have a minimum of five years experience and upwards of ten years experience in both fields. Their content skills vary, and we match our consultants to the areas that need to be addressed in accordance with the results of the analysis. We are more than just facilitators; we bring real content knowledge as well as process skills to the overall improvement initiative.

Since our company is unique, how do we know it will work?

Every company is unique. However, not all of the problems a company experiences are unique. Often times, they are quite similar. The FBM approach has been very successful in many different industry environments: aircraft manufacturing, automotive, chemicals, oil and gas refining and utilities to name a few. Click here to view. During the analysis phase of the project, FBM encounters the unique qualities of our clients and designs a specific needs based approach to meet client expectations.

How do you achieve buy-in?

Buy-in addresses the emotional, political and rational issues of the company. Buy-in is achieved during the analysis, design and implementation of the changes in the work process. Coaching each level of management, including key stakeholders on core teams and developing comprehensive communications plans are three methods of ensuring successful buy-in. The improvement in morale accomplished by achieving the desired goals, being in a winning situation on a daily basis and correct use of measures also contribute to a successful buy-in. FBM and our clients realize that not everyone will buy in immediately and some never experience comfort with the changes required for the company to succeed. Our implementation approach produces the least resistance because the highest percentage of the people experience success.

Do we need to buy a new software program or can we work with what the client has in place?

During the analysis we look at the software program currently in use. In most cases, it can be used until the client chooses to change to an integrated system. FBM can help with "work-arounds" if required. In all cases, the client recognizes what is needed to have an effective, automated system. The client should design and implement a work process before purchasing a new software program. FBM does not sell software.

How long does this effort normally take?

A typical analysis can be 1-4 weeks long. Design of the work process can require 12-14 weeks, but it is determined by the analysis findings. The time required for implementation is determined by the analysis findings, but typically it is 18-30 weeks.

How much of our people's time will it take?

During the design phase, the team will meet 4-6 hours, three days per week, for a total of 12-18 hours. Some work may be required outside this time frame, but not on a regular basis. During implementation, most of the team members will be assisting others while on the job. Their time requirement off the job is minimal. The actual time requirements are dependent on the analysis findings. By having the client personnel working closely with the consultants, the process is permanently embedded. This creates a cadre of key personnel who can assure that the process continues successfully after the consultants leave.

Who should be on the core design team?

The design team should consist of a cross-functional representation of the organization's functional groups, to include internal customers, supervisors, planners and schedulers and people in engineering, materials and purchasing. If a union is involved, they should be adequately represented if the contract allows. The customer should be represented in every case. Other members can be on an ad-hoc basis for specific reasons.

How do you achieve union buy-in?

The union usually views the process improvements as job guarantees for them because of the reduction of non-union contractors. The improved morale and respect for management at all levels, the company being more competitive and union involvement in the design phase all contribute to union buy-in.

How much does this cost?

During the analysis, our projects are designed to recover the cash outlay while we are still on site. While cash flow might be affected, the project will always pay for itself during the project.

When do we achieve our return on investment?

A business case is developed during the analysis and updated during the design phase. Metrics and goals are established and monitored regularly with the client during the implementation phase. The client begins getting return on their investment during the first week of implementation. The project will pay for itself during the life of the project.

Since we are already doing this, why do we need your help?

Most companies are working to some degree with work management processes. Some are more effective than others. If the prioritization of maintenance work is at the 5/15/80 levels (80% planned), you do not need FBM's help. If your maintenance prioritization is not at these levels, the FBM process can help accelerate the turnaround by avoiding costly barriers. FBM can help clients design the parts they need, incorporate those that don't need changing and assist in a successful implementation of the new work process.

Why do we need consultants to help us when we have talented people?

All companies have talented people. The advantages we have are as follows:

Our consultants have traveled the road before. They have recognized content skills as your talented people. They also have the consulting skills required for implementation of the needed changes.
We are able to break through client politics. We have implemented work processes in many different companies in many different industries. A client may experience design and implementation once or twice in a career. FBM's consultants have done this many, many times. We understand what it takes to make the changes and how to avoid the problems before they happen.