Value Chain Productivity

One of our key principles at Naiad is that an efficient process or organisation rests on a deep understanding of its operations and supply chain. Only by knowing which levers to pull can a manager or investor hope to effectively change course, and these is even more true when trying to cut waste and improve efficiency.

  • ‘As-Is’ and ‘To-Be’ process mapping workshops, particularly in construction, infrastructure and natural resources, including agriculture and forestry
  • Scenarios and simulations of relevant processes to workshop improvements, evaluate risks
  • Standardised models and benchmarks of process productivity

Our Approach

Modelling a business operation or supply chain requires expertise in process mapping, representing the system of interest in appropriate modelling tools, and the ability to interpret the results in an insightful way to stakeholders. At Naiad, we have significant experience in bringing these capabilities together with Lean and Continuous Improvement culture to provide clear, helpful analysis to clients exploring new opportunities or aiming to improve their existing operations. Process mapping may require facilitation sessions with existing process owners and operators, as well as review of process documentation and reference to industry standards and best practice. Often, the reality of how a process is executed in practice does not match the theory of what is laid down in the Quality Management System (QMS). Carrying out ‘As-Is’ and ‘To-Be’ process mapping therefore gives all stakeholders an opportunity to discuss how an operation runs today and how it could be improved in the future.

When the system of interest is a supply chain, this brings in additional complexity due to the need to represent contractual interfaces between each organisation. These contractual interfaces may introduce particular motivations, particularly if relatively coarse rules apply at different thresholds. For example, when ‘pain’ and ‘gain’ points are reached then client and supplier behaviours may change from collaborative to combative.

Just as with any other model, it is preferable to try and validate an operations or supply chain model against actual observations. As mentioned earlier, there are likely to be differences between different stakeholders perceptions of how a process is, or should be, run. Wherever possible, at Naiad we prefer to follow a principle of ‘genchi genbutsu’ (現地現物), a Lean principle of following processes to the keystroke, shop floor or construction site in order to deeply understand.

Finally, a practical and meaningful model must be constructed to represent the systems and scenarios of interest. We can focus on outputs such as total cost of ownership, system resilience, or exploring how particular operational or contractual options (such as outsourcing) might be implemented. For further information or to discuss your next project, please contact our Principal Consultant at