Primo Consulting is a B-BBEE Level 2 company, established by its founding member in 1998.
Primo Consulting is a B-BBEE Level 2 company, established by its founding member in 1998. It is run by a team of consultants who first 'cut the ice' as Operational Managers - the MD having championed the turnaround of a medical scheme of some 30,000 members - prior to establishing themselves as optimisation consultants.
The team of professionals is well schooled in business analysis, business process redesign, quality management, and requirements management; one of the senior consultants (www.viewpoint.co.za), being a member of the IIBA has, apart from his consulting work, developed IIBA endorsed courses on business analysis and workshop facilitation. The MD obtained the Certificate of Achievement in Lean Six Sigma Black Belt.
Primo has a qualified CA on board, who carries out financial analysis, and assists the team in leveraging company performances. Primo also has a qualified HR practitioner, who leads the change management programme (www.strategies-formanaging-change.com), through which Primo internalises its redesigned processes with 'those in the trenches' (so to speak), and to obtain buy-in from all stakeholders.
True to what Primo advocates, namely, lean principles, the company runs a lean team, and its aim is to bolster the competitive edge of companies - improving their top line through increased outputs, and thus revenue, and/or their bottom line with a reduction in costs - through sustainable solutions that will also lay the foundation for adopting lean production and service delivery as a way of doing business, i.e., company culture.
Ensuring that a company's current enterprise architecture is fully aligned with its strategic objectives
Our mission is twofold, namely:
Companies have to adopt a culture of 'lean'
Primo's philosophy is that for companies to remain competitive in an ever increasing tough economic environment, both nationally and globally, companies would have to adopt a culture of 'lean', i.e., ever increasing the effectiveness and efficiencies of their products and services, by taking the lead from ever changing customer needs.
Using the scientific methodology of Lean Six Sigma
Primo's methodology is to ensure that a strategic plan is in place, and that it is current; that the architecture is aligned to the strategic objectives of the company, so that the company's 'health' can be assessed on the balanced scorecard basis. Thereafter, use is made of the scientific methodology of Six Sigma and business analysis to sketch the AS-IS (the present situation) of the core process, and applicable other processes.
Working alongside the various levels of management, using the scientific methodology of Lean Six Sigma, namely, DMAIC, as well as business analysis and business process mapping and modelling techniques, Primo would then identify and analyse opportunities for improvement, constructing a compelling business case for improvement, and establishing a baseline from which to measure improvements, in conjunction with management. Working with subject matter experts and management teams, processes are redesigned, and improvements are made to those areas where the biggest improvements are required, and which will impact on the strategic objectives of the company.
Primo's consultants facilitate all of the above within the framework of a change management programme, which aims are threefold, namely, to internalise redesigned processes, to obtain buy-in from all stakeholders, and to enable management teams to make use of the tools and methodologies in future.
Nankie's team, with its Lean Six Sigma Black Belt, business analysis, business process redesign, and change management skills, prides itself on the fact that, apart from the excellent skills that the team possesses, the team also has a wealth of experience in lean production and service delivery, business process optimisation, and change management.
The company has, on aggregate, some 40+ years of experience, ranging from corporate, line management and HR, to a wide range of successful optimisation assignments abroad, as well as a whole host in South Africa, covering industries such as manufacturing, telecommunications, logistics, retail, and meat processing.
Apart from being the MD, Nankie actively specialises in business process optimisation / management. Nankie holds a B.Comm degree from the University of Stellenbosch, a diploma in Management from UNISA, a certificate in Business Process Mapping and Modeling (IIBA accredited), and a Certificate of Achievement in Lean Six Sigma Black Belt, from the University of Villanova, in the USA. From an initial focus on Human Resources / Labour Relations, he directed the focus of his company in the late 1990's to that of business process optimisation / management, where his natural strength lies. In line with his belief 'to produce to the delight of the customer', he firstly handpicked consultants who have 'cut the ice' operationally, and who, thereafter, built up highly successful practices. Last, but not least, the relationship amongst associates rests on professional interdependence, which ensures cohesiveness. Apart from the excellent skills that he has acquired in business process optimisation, he has acquired a wealth of experience in corporate, human resources, and line management. He has successfully completed assignments in health care, meat processing, manufacturing, and retail.
Raadt holds a B.Comm Hons (CTA) from North West University, and completed his articles with Price Waterhouse Cooper (PWC). His company, GNR Auditors, is one of only 29 auditing companies that are currently registered through IRBA to perform B-BBEE certification, and to issue certificates. His financial and auditing background, together with his B-BBEE knowledge, stands him in good stead to assess companies' financial performance, to optimise it, and to enhance their B-BBEE status.
Winton is a Senior Consultant with Viewpoint, specialising in business analysis, business process redesign, quality Management, and requirements management. He has successfully completed several international consulting assignments, and has written courses on topics in his area of specialisation. He is a graduate from the University of the Witwatersrand, and holds an Honours Bachelor of Arts, and a Master of Business Leadership from the University of South Africa. He is also certified in Production and Inventory Management (CPIM) by APICS, The Association for Operations Management, and is an APICS Certified Supply Chain Professional (CSCP). Before co-founding his own training and consulting organisation in 1996, he worked in a senior management position, for a number of years, for a large engineering products company. Since then, he has gained extensive experience in training and consulting, in a variety of service, manufacturing, telecommunications, logistics, and government organisations. He is a member of the IIBA, and has developed IIBA endorsed courses on Business Analysis and Workshop Facilitation. Winton is also the author of the chapter on Total Quality Management in the book edited by Wilhelm Nel, Management for Engineers, Technologists and Scientists, Second edition, Juta & Co. Ltd, 2005.
Our driving force is to provide a consulting service, and training in lean six sigma methodologies and techniques, business process optimisation, and change management that pave the way for maintaining the competitive edge of companies on a sustainable basis.
Through our scientifically proven methodology of DMIAC (define, measure, analyse, implement and control), we ensure that data and results are backed up by facts and figures.
The team considers management involvement as non-negotiable, and places great emphasis on employee involvement, through selected SME's (subject matter experts) and teams, from a very early stage, thus, tapping into the real knowledge base to overcome resistance to change.
A programmed change management model, with high emphasis on management commitment and buy-in on benefits to be achieved is followed.
Our business optimisation projects include:
Q: What is enterprise architecture and how does it work?
A: It is a process framework through which a company's strategy is 'distilled'. In short, the goals set out in the strategy are 'distilled' for operational application.
Q: What is a process?
A: A business activity that transforms input (data) into outputs.
Q: What does business process management entail?
A: The definition, improvement and management of the firm's end-to-end enterprise business processes.
Q: What is FAST (Fast Analysis Technique)?
A: A breakthrough approach that focusses a group's attention on a single process for a one or two day meeting, to define how the group can improve the process over the next 90 days.
Q: Process benchmarking?
A: A systematic way to identify, understand and creatively evolve superior products, services, and practices, to improve the organisation's real performance, by studying how other organisations are performing the same, or similar operations?
Q: Process redesign?
A: Focuses the efforts of the Process Improvement Team (PIT) on refining the present process. Process redesign is normally applied to processes that are working fairly well.
Q: Process re-engineering (new process design or process innovation)?
A: This process takes a fresh look at the objectives of the process, and completely ignores the present process and organisational structure. It is starting with a blank sheet of paper.
Q: Lean production?
A: To make high quality products at the lowest cost, with speed and agility (Revelle et al (2002-169).
Q: Six Sigma?
A: A comprehensive and flexible system of achieving, sustaining and maximising business success (Slack et al (2006-434).
Q: Which types of B-BBEE?
A: Exempted Micro Enterprise (EME) for turnover less than 5 million. Qualifying small enterprise (QSE) for turnover between 5 and 35 million. Generic Enterprise for turnover over 35 million.
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