• Offer customised In-House workshops delivered in facilitation style.
  • Emphasis on team working - Learn by Doing Together.
  • Participants exposed to tactical nuances of actual Project Management.
4P's
  1. 1. People
  2. 2. Planning
  3. 3. Creative Problem Solving
  4. 4. Parley with suppliers successfully
  • Facilitate transition of 'Talking Shop Cluster' into commercially viable self managing Virtual Enterprise Network.
  • Collaborative Networks business model affords SME Family Businesses a mechanism, to achieve critical mass, to exploit their combined logistics, group buying power and market access.
  • Utilise Collaborative Network to foster tie-ups and relationships with National Universities, 3rd Level Colleges and European Research Centres.
  • Irish representative on ESoCE-NET Forum, (European Society of Concurrent Engineering Network).
  • Brown Paper Systems Analysis
  • Critique existing operational control and production planning to identify System Disconnects.
  • Devise and install sustainable management solutions to overcome these System Disconnects.
  • Revised factory layout and introduction of cellular manufacturing operations.
  • Commission JIT/Kanban Stock Control Systems across the Supply Chain.
  • Activity Based Cost Modelling.

Siemens like most large corporations prides itself on our ability to recruit the brightest and most enthusiastic graduates. I am always surprised how some make the transition to man management with such apparent ease. Most require a little help.

Michael succeeds by persuading participants to view Project Management as a special form of teamwork, where everyone shares all the problems. The effective Project Manager is no longer Caesar; but rather an individual assigned to ensure that each team member has the skills required and resources available to complete their tasks by the allocated date.

Ann O'Dwyer, Siemens (Dublin)

I expect more and more traditional family owned SME businesses to join sustainable collaborative networks in response to fast changing market conditions.

These cluster networks will act as breeding environments for the formation of dynamic virtual organisations.

Networks that succeed by pooling their technical and financial resources to effect market entry through a combination of quality designed products and provision of innovative services to emerging global markets.

Michael O'Dowd, Enterprise Ireland

Kelly Brothers, have used Performance Enhancement extensively for the last seven years. Prepared both our Productivity Improvement and Competitiveness Fund grant applications to Enterprise Ireland and successfully implemented Lean Manufacturing throughout our factory.

Undoubtedly Michael's professional intervention has assisted Kelly Brothers attain our position as Irelands premier manufacturer of Red Deal Doors.

John Kelly M.D., Kelly Brothers (Ireland)