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Operational Improvement and Manning Norms for a Market Leading Quick Service Format Chain

Discover

• Understand the drivers of the business and key business process and its impact on manning and employee costs

• Review the current levels of manpower in the regional organization and corporate office to identify cost/resource intensive processes

Diagnose

• Map the As- IS process into 3 levels• Level 1 Key Business process• Level 2 process to map hand off and accountability• Level 3 Process to identify value adding and non value adding activities

Deliver

• Recommend changes in the AS IS process to eliminate non value adding activities • Review current manning in view of changes and benchmarks based on research of best in class competition

like Starbucks • Identify excess manning and recommend approaches for redeployment• Handhold organization to manage change communication

Cost Efficiency and productivity gains• Reduction in employee costs/wage bill based on revised manning norms including options for outsourcing low

value adding activities • Drive focus on value adding activities that add to top and bottom line• Institutionalize a rationale for manning guidelines to manage costs in view of expansion plans • Improved productivity with elimination of non value adding task /positions

Problem StatementManning levels in the divisions of ABCTL need to be

standardized

Findings Key Manpower associated Process studied #

Excess Manpower

% ExcessManpower

Payroll of Process studied

Excess Payroll % Payroll saving#Scenario

Scenario 1

Scenario 2

Scenario 3

INR LakhINR Lakh

786.18

178.16

303.22

386.52

23%

39%

49%

357.12

658.05

858.49

20%

36%

47%

1825.07

#20 key process yield this result * With Outsourcing of Non Value add activities payroll costs will come down more

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Interested Call J Karthikeyan +919992341009