Why Such a Broad-Based Approach?
We believe this breadth of approach to be one of our major strengths. When a client engages MLG to provide training for his or her team the trainer is somebody who understands not only the theory of the subject but also the practical realities of employing the particular techniques in the real world. When an MLG consultant manages an improvement or systems implementation project the client gets not only an expert in Lean, or in Supply Chain systems, but also somebody who understands the functions and responsibilities of all in the organisation.
At one extreme we provide the role of trainer or educator, the distinction being that education involves teaching people the principles of a subject whereas training shows them how to do something. The elements to the right of the continuum illustrate what we believe to be our major strength in education and training – which is that our team are not theorists or academics. We teach best practice from the standpoint of practitioners who have put all these tools and techniques to use in real-life environments.
In the role of coach or counsellor, we act as advisor to individuals within the organisation either through a period of substantial change within the business or during an individual’s assimilation into a more senior or broader role. As well as providing a valuable learning and support to the people involved this offers the business protection from the problems that can arise during such a period – the benefits of an experienced practitioner covering the specific role
Consultancy
In the role of traditional management consultants, we provide general advice and guidance to the client organisation, with some involvement in a particular change programme. We bring expertise and experience of relevant business issues and approaches to support client management in the achievement of their aims and objectives.
Project Management
Many client organisations don’t have, or can’t spare, executives to take responsibility for substantive change programmes. Managing the implementation of, for example, a major ERP system implementation is a complex task that needs experience not only of the ERP approach but also of the key discipline of change management – it should not be left to the IT Department since the problems will come not in the system but in the processes and procedures to be built around it. Other projects may involve fundamental change in the organisation structure or the introduction of Lean techniques to improve customer service and reduce costs.
Interim Management
At the right-hand extreme we provide members of the MLG to take line responsibility for a particular function within the client organisation – usually through a period of substantial change. This provides additional skills and experience at a time when something special is required. A key element of this role may involve the interim executive defining the future role and assisting in the selection of a permanent appointment, potentially grooming a replacement from within.