When profit and operational performance need to improve, rapid and reliable results are needed. Following an analysis of the client system, one or a combination of the following solutions is tailored to address the identified need and deliver rapid and reliable results.

More and more companies are trusting SpearHead to deliver business improvements that result in bottom line growth. We have many strengths that differentiate us in the marketplace:

  • Unique results based contracts where our fees are dependant on the success of our clients.

  • Ability to deliver completely customizable proven functional improvements for companies of all sizes

  • Determination to synchronize the many functional improvements to deliver significant bottom line results

  • Initial results, that can be seen in days and weeks – not months and years required by traditional business improvement providers

  • Unprecedented speed which our customers see a real, tangible return on their investment

  • 100% dedication to the success of our customers

  • Skilled team of professionals, with the energy, commitment and passion to deliver results and add value to the companies they work with.

Our team has experience in a number of industry sectors including:

  • Manufacturing

  • Wholesalers

  • Retail

  • Financial Services

  • IT

  • MRO

Tens of thousands of people worldwide depend upon Constraint´s Management business knowledge to successfully manage their organization, operations, project management, sales, supply chain and marketing functions.

The primary objective of operations is to improve flow. When flow improves, lead time, length of stay and due-date performance improve; quality increases and exceptional service levels are delivered.

Balancing flow is not equal to balancing capacity. Matching capacity with the load at each step in the process is a common mistake made when attempting to improve flow.

The Theory of Constraints (TOC) buffer management and simplified-drum-buffer-rope concepts form the foundations of delivering unprecedented customer service through operations. In healthcare, length of stay reductions of 30%-50% are typical and, in manufacturing, on-time delivery increases from 50% to 98% are common.

Our programmes are designed to support the development of the individual and deliver tangible bottom-line results for the organization

We have been awarded an Excellence Award by one of the UK’s Top 100 businesses for their business leadership development programme. Also, RAND Europe reported that our development programme for clinical leaders at a London NHS trust had notable impacts at individual and organizational levels. At the individual level they reported enhanced communication and negotiation skills and increased confidence. At the organizational level they found behaviour change among staff, with evidence of effects to non-participants towards a greater focus on patient-centred care and a perception that the programme influenced staff morale and working culture within the trust.

The success of an organization depends on its people: their ability to analyse their area of responsibility and effect change for the benefit of the whole system. Our development programmes are designed to achieve these two aims simultaneously.

We teach and coach participants in:

  • the necessary Theory of Constraints (TOC) content applicable to the organization’s needs

  • the skills to lead a change for the organization that help catalyse change in behaviour within themselves and their colleagues

The approach includes:

  1. workshops that teach people the underpinning Theory of Constraints principles and change management tools and techniques.

  2. development programmes that include the delivery of a live project for the organization. Our tutors support participants in the design and implementation of their project, ensuring the aims for the individual and the project are met.

  3. coaching that supports and challenges individuals through the changes in paradigm that new knowledge brings and helps the individual to safely understand the implications for mindset, habits and practices.

  4. senior management development including facilitation of discussions and coaching of senior staff.

  5. large group events that improve communication and joint working by providing a space for facilitated discussion and sharing of ideas and views, effectively integrating operational requirements and developments with the strategic direction of the organization.

What if you could significantly decrease project lead-times and dramatically improve on-time reliability?  If your organization could complete 25% more projects with the same resource and in the same time, what would be the impact on sales, market share and net profit?

Many organizations struggle to manage projects effectively, with resources being stretched across many open projects. With too many projects open: 

  • Lead-times increase

  • Reliability falls and projects finish late

  • Pressure grows to cut budget, while project scope grows

  • Customers become dissatisfied

  • Staff get stressed and turnover increases. 

Eventually it feels like nothing ever gets finished: chaos reigns and sales start to fall.  On the other hand, with too few projects: 

  • Too many staff have too little work

  • People become demotivated

  • Prices get cut to attract work

  • Sales and net profit are too low. 

By focusing on the key resources that determine the output of the system, Critical Chain project management ensures projects are finished on time, to specification and within budget.

An offer does not sell itself. Business-to-business selling requires the salesperson to know the causalities underlying the prospect’s environment

Having an offer that is service-based is a paradigm shift for sales and marketing who are used to competing on technology, design, product or price. 

The value of any offer is in eliminating prospects’ problems. We work with key staff to conduct a rigorous analysis which identifies their prospects’ core problem and the inevitability of the undesirable effects stemming from it. It then becomes clear what our client needs to do differently in their business to resolve this core problem on behalf of their prospects and therefore to deliver a remarkable offer to the market. We then build the market offers and the sales presentations with key staff before training the sales force in how to sell the new offer.

The board of any organization has responsibility to deliver continued growth without taking imprudent gambles which may jeopardise the future of the organization. 

Our approach focuses on building strategies for growth that capitalise on a new decisive competitive edge; one that meets a significant need of the client's customers and which no competitor can easily replicate. 

We work with chief executives and senior teams to:

  • Identify a new decisive competitive edge for the client and their industry.

  • Build a logic and evidence-based strategy and tactics map that verifies the decisive competitive edge and capitalises on it.

  • Develop the operational systems to support the capitalisation and ongoing delivery of the decisive competitive edge.

  • Develop the marketing capability to build a pipeline of new opportunities at a rate that meets and exceeds the growth targets.

  • Develop the sales capability to maintain and strengthen current customers and win new customers.

  • Develop the financial, software and organizational infrastructure to ensure rapid but progressive and secure growth.

What if you could grow sales and decrease inventory levels?  Can the supply chain be transformed from a cost center into a decisive competitive edge that drives the whole organization to improved customer satisfaction, increased market share and net profit growth?

Many supply chain organizations constantly battle to optimize the level of inventory they hold in the system.  Holding more inventory protects sales, but:

  • Carrying costs go up

  • Obsolescence goes up, particularly for short shelf-life products

  • Cash is tied up in stock

  • Discounting to clear excess stock eats into demand for new products

Hold less inventory and the worst of the above is avoided, but:

  • Stock-outs increase

  • Customer service, satisfaction and loyalty goes down

  • Sales are lost

  • Cross shipments increase

The TOC distribution/supply chain solution breaks this dilemma by changing conventional ‘push’ supply chain systems to a demand-led ‘pull’ system: from make-to-stock to make-to-availability.  To do this:

  1. Significantly reduces the replenishment lead time by cutting production lead times and eliminating the order lead time (often by more than 50%).

  2. Rapid replenishment is made to consumption points according to actual market demand.

  3. Stocks are aggregated in the supply chain where the forecast is most reliable.

  4. Dynamic buffer management is used to adjust stock levels to meet changing demand levels and cater to promotions.

The benefits are enormous and include:

  • Significant reduction in inventories, often by more than 30%.

  • Better shelf mix – more availability of fast movers and less stock of slow movers

  • Almost total elimination of stock-outs which increases sales

  • Inventory turns often increasing by 20% or more.