The time has come to look at indirect costs in detail
Jakub Vančo, Manager
Pavel Dvornák, Director
We found that employees of an energy company spent 30% of their working time on activities of low value to their business;
We achieved annual savings of 20% in the back office of a production company operating in mechanical engineering;
We proposed streamlining the management structure.
We increased the quality of back-office services at a construction company by eliminating duplicate activities and reducing controls;
We streamlined the meeting and reporting structure;
Strategic workshop with company management to determine the optimal state of processes
Recommendations for implementation and setting priorities for the main focus
Quantification of savings and added value
Implementation plan
Joint working groups and objectives
Ongoing evaluation
On-the-spot implementation support
Evaluation and completion