Problem: The quick turn printing company was growing at a fast clip. It had entered new markets and was doubling in size. As a result, the old, informal systems were not working anymore. Communication was more complex, and the company needed new systems to keep track of their progress – as well as any areas that needed improvement.
Action: PCG worked with the management team and functional departments to understand the key success factors of the business, its goals, and the key metrics to monitor.
We developed a balanced scorecard cascading the metrics from top management to each employee. We worked with the people and their information systems to develop simple methods to gather the data and monitor the metrics.
Once these were in place, we continued to work with managers and supervisors to hone the effective collection and monitoring of the information. For example, the production department set up 15 minute monthly financial review for each functional area, focusing the supervisors on meeting their budgets.
Result: The business achieved all its goals for the first time in ten years, after doubling in revenue.
