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Interim Management

The current trend of the consultancy development in the area of Industrial Engineering is to offer the customers tailor-made solutions. All information about philosophy, methods and procedures are available on the internet sites and therefore the only competitive advantage is to alter this information into knowledge and concrete solutions. It can be achieved only through long-year experience with implementation of these methods. The whole process should not end by presenting the suggestions but it should result in co-responsibility for its realisation.

Try to consider the following questions:

The idea of collaboration is based on the following principles:


Way to Making Your Decision

The time the manager spends in the company is of key importance. As he/she is in the company every day, this fact ensures the pull and it affects the basic indicators according to which the change is managed. Another advantage is the openness in enforcing opinions because he/she is not burdened by the history and organisational or family ties in the company. In his/her work he/she utilises experience he/she achieved in other companies and gives objective information – video footages and snapshots, benchmark analyses, training materials, etc. In the framework of this form of collaboration we organise excursions and visits to companies with similar problems and the goal of these visits is to find out how they solved similar problems and also to world class companies where you can see the organisation of the best enterprises. If during the collaboration any need to work out a particular problem in detail arises it is possible to involve a team of IPA project managers into the process. Except for the working activities the team is also strengthened by organising social and sport events. 


We offer two forms of collaboration

1. The systematic increase of the company performance efficiency which involves the phases of growth and prosperity. The key slogan here is: "Durable and Sustainable Development of the Company.”

The typical objectives of this collaboration form are as follows:


2. The immediate and radical increase of the company performance efficiency – the firm is in a phase of the performance crisis. The key slogan here is: "Time Is Money.”

The typical objectives of this collaboration form are as follows:

The reward for this collaboration form can be paid as a monthly lump sum. The other rewarding model represents a lower monthly lump sum, to which we add a variable part resulting from the achieved yearly savings. The particular amount of the reward is defined individually and depends on the extent of the assignment.

The interim manager’s working time serves for achieving the objectives defined.

Procedure

We suggest realising this collaboration in the following steps:
  1. Realising the input analysis of potentials – 2 man/days by a team of 3 to 5 experts
  2. Based on its results we will prepare assignments of goals and determine the length of the interim manager’s operation
  3. Designing particular steps which the interim managers suggests to take and making the agreed goals more accurate  - a final approval of this collaboration form – this phase is free of charge
  4. The phase of realising the interim management

 

The model of this collaboration form is called interim management and is depicted in the following figure.

Goals 20XX



The collaboration starts with the "pull of ideas” – it is important for the changes not to come only from a stranger but for them to be prepared in collaboration with the key company employees. This step is to define the common path to achieving the expected results. Each of the key employees has to find time for these changes. A usual from of activation is to define quarter or half-year plans. The task of the key employees in the next step is to transfer responsibility to the subordinates for the highest possible number of the company employees to be involved in realisation. For the change to be a durable one it has to develop in heads of the employees, therefore the task of the activation phase is to bring out enthusiasm and decision to realise it.

The realisation of changes starts at the middle management level (supported by the top management). The changes in the selected centres and departments have to contribute to achieving the required results in the whole company. The changes are usually realised in the form of projects (serious problems which require a longer time for realisation, usually 3 – 6 months), workshops (less serious problems which can be solved during one or several meetings in a time horizon of 1 – 3 months). The so called quick squads – the teams which solve one problem during a week and subsequently cease to exist are a specific category of the workshops. Those tasks which can be realised immediately after their assignment are the last category of realising the changes.

The support is the third level of the pyramid. All management levels from the top management to the production workers are to be involved in the changes. The management’s task (sponsor of the change) is to define and approve the proposals – they are solved on the level of the employees (the realisers of the change). One of the basic tasks of an interim manager is to teach the selected employees of the company how to continue the changes also after his/her departure.

 

References

Since 2010 we have realised this form of collaboration in three companies. The quantification of savings in one company where we realised this type of collaboration – reducing bad quality by 54 % and increasing productivity by 22 % compared with the same time period of previous year. The savings are 3.9 million Czech crowns. Furthermore, more than 100 system changes in all production areas were realised. If you require it, we can arrange a personal contact or organise a visit of these companies.    

Author:
Jozef Krišťak, Project manager
Mobile: +421 903 778 942
E-mail: kristak(zavináč)ipaslovakia.sk
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