• Identified and realised operational savings of $1.2mil per year (15%)
• Increased revenue by 16% in year 1 with projected increases of a further 59% over 2 years
• Restructured the company and aligned responsibilities for a more lean and effective operation
• Introduced efficient Marketing and Sales functions
• Developed a practical and detailed business plan

Oplus was tasked with identifying an operating strategy balancing efficiency and profitability, together with specific action plans taking account of risks and costs.

30% Capacity Improvement Implementation

Improved efficiency and effectiveness and reduced budgeted costs of implementation by over $ 1.0 Million.

Implemented the changes a full 6 weeks ahead of the original 5 months plan. The GP from this all dropped straight to the bottom line.

Maintenance management and resourcing disciplines implemented. “We expect this to reduce our maintenance spend by over $ 1.0 Million per annum. “

• Objective was to identify opportunities revenue improvement and internal operational efficiencies
• Planned improvements across six key areas: 
  5-10% improvement in sales effort
  20-30% reduction in non-performing courses
  20% improvement in administration staff productivity
  10-20% improvement in support staff productivity
  Rearranged courses for better use of facilities
• Total planned improvements of $4-6.5million

• Cost reduction between $5-6.0 Million
• Reduction of steps from 63 to 6
• Process time reduction 80%
• Labour cost reduction 50 %
• Reduction in outstanding bank reconciliations

The client is the Australian arm of a leading international food manufacturing conglomerate. It is the owner of some of Australia and New Zealand’s highest profile food brands.

• Revenue increased by 39% in 20 months
• Profitability (EBIT) increased 1600% in 20 months
• Number of employees doubled in 24 months to support the growth
• The Australian operation went from one of the worst performing operations to the most successful in the world
• Introduced new business planning and reporting systems – currently being rolled out to global operations
• Refocused the company on core profitable markets
• Improved sales management system
• Reorganised the structure
• Cost reduction initiatives

• Planned savings $2.5mil, actual savings $3.5mil
• Reduced organisation levels from 5 to 3
• Reduced overtime by 57% (from 2312 to 1006)
• Throughput increased by 24%
• Direct productivity increase by 57%
• Reduced lead time from 6.5 weeks to 4 weeks
• On-time In-full delivery increased by 65%
• Shipment delays down from 163/month to 10/month
• ROI of 7:1

• Reviewed and recommended improvements to business critical Capital Works Project Delivery process
• Re-engineered process to extract time saving efficiencies of approximately 20% and take account of evolving regulatory requirements
• Reduced the number of process touch points from 10 to 5
• Clarified the touch point procedures and responsibilities
• Provided Program Management framework for managing an annual $1billion portfolio of capital projects
• Reduced ambiguity in transition of process between business units

• Process engineering, Service cycle time and Productivity.
• Re-engineered monthly reporting in Financial Operations, Statutory Reporting and Performance Reporting, Payroll and Chief actuaries.
• Developed Financial Productivity Management System to plan and manage service and resources.
• Plan Savings $1.5 Million, Actual $1.7 Million

• Claims supplier cost reduction programme.
• Set up role of purchasing manager and new structure. Analysed household expenditure categories.
• Developed and implemented appropriate strategy to reduce costs for each category of expenditure while ensuring service levels was either maintained or improved. 
  eveloped RFP’s and negotiated appropriate SLA’s.
• Trained and worked with manager to put in place relationships across all major areas of expenditure.
• Developed and set up database with web access to control all household claims to ensure savings and track service levels and categorise ongoing types of spend.
  - Flat glass cost reduction 19%
  - Jewellery 20% saving
  - Household contents 10 – 15%
  - Saving $2.0 Million

• Set up of new service centre focussed on the needs of each adviser group including call centre and back office functions.
• Consolidation and process reengineering of 4 major investment products and systems into one customer focussed team.
• Managed the logistics of setting up a new operation (resources, training, infrastructure, reporting systems, etc).
• Within 4-6 weeks of implementation the following achievements were made: 
  
  - Customer satisfaction improved 90%
  - Phone service levels improved
  - Paper service times reduced from 5 days to 1.5 days
  - Error rates reduced by 90%
  - 60 % productivity improvement