Bonocore Technology Partners, LLC

          
         BTP's Operations Consulting Practice is focused on ten core areas of concentration with goals to:

1.    Streamline and/or eliminate work; improve business operations; drive greater return on investment;

2.     Improve quality; and

3.    Reduce costs.

           Each project begins with the goal to improve client value through (a) Revenue enhancement; (b) Gross Margin improvement; (c) Improved Working Capital Management; (d) Operating Cost Reduction (e) Labor Optimization; and/or (f)  Supply Chain Efficiency;

           In each assignment, we use BTP’s Integrated Program Approach that is designed to drive greater success by supporting our clients in three key areas:

1.     Adding strong & knowledgeable operations professionals to each assignment: Our operations professionals have the knowledge & experience needed to address each operational issue we undertake. Please see the areas of concentration described below in each practice divisions;

2.     Improve each assignment’s effectiveness by identifying any potential technology answers that may be part of the solution: BTP’s broad experience and breadth in technology helps compliment any operations improvement approach and usually drive a more complete and effective solution.

3.     Emphasis knowledge transfer & team mentoring on each assignment:  Where possible, our goal is to work closely with and often integrated into our clients’ teams

        We are uniquely qualified to assist our clients in building and effectively implementing an operations project though this integrated program that focuses on:

1.     Integrating technology capabilities into an operations project to drive a more effective solution; and

2.     Solving Technology related problems in a more comprehensive & effective way.

:

1.     Process Redesign: Process Redesign is a Continuous Process Improvement (CPI) methodology using change management, portfolio management, Lean Six Sigma, simulation, Kaizen, and other tools required for the development of a continuous improvement culture. When deployed effectively, CPI increases quality and productivity while reducing waste and cycle time, yielding improved profitability.

2.     Asset Productivity: Asset Productivity is a comprehensive methodology that collects and analyzes key data across several functions, including output volume, planning, engineering, operations, quality assurance and maintenance. These indicators are then used to diagnose root-cause issues of underperforming assets. The overall metric, Operating Asset Effectiveness (OAE), is a very powerful analytical microscope on an organization’s operational health and its ability to adapt to various business, market or competitive conditions, in addition to its value creation role in capital preservation and optimization.

3.     Lean Six-Sigma: Lean Six Sigma encompasses all the attributes of Lean Management, Six Sigma, and other tools to identify opportunities to achieve operational excellence. Our methodology recognizes performance gaps, reduces cycle time, eliminates waste and focuses on quality and productivity improvements to deliver dramatic new efficiencies and performance improvements.

4.     Strategic Sourcing: Strategic Sourcing is a methodology and set of processes that help companies analyze how they purchase products and services in order to lower costs, improve profits and maximize supply chain efficiency. While most organizations implement strategic sourcing initiatives for the purpose of saving money, strategic sourcing best practices also include improving supplier performance and minimizing risk.

5.     Supply Chain Modeling: Supply Chain Modeling is a rigorous analysis of Regional, National, and/or Global supply chains based on a Large Scale Mixed Integer Programming (LSMIP) mathematical model of the entire Supply Chain. Results from these models represent an optimal allocation of Assets and Working Capital and provide blueprints for major change in the structure and operation of large and small supply chains as well as new targeted metrics for ongoing operations. Beginning with the “optimal” solution, we fashion a practical answer to reduce deployed capital where possible, and modify the flow of material and resources to dramatically improve operations, reduce costs, and increase speed while meeting all customer demand.

6.     Lean Asset Structuring: Lean Asset Structuring is movement toward and maintenance of an asset structure (ownership, configuration and role definition) that satisfies customer and market demand while minimizing asset investment. This impacts both capital and cost levels by improving capital allocation, eliminating non critical fixed costs, improving capacity utilization, or reducing the fixed asset base through elimination of poor performing or low value assets. Rigorous and formalized data analysis using our proprietary methodology balances strategic considerations against asset cost and performance, yielding a model of core assets (that can serve as strategic platforms for growth and competitive advantage) vs. marginal assets (with poor asset performance and questionable strategic value) as well as an evaluation of secondary and supporting assets that may require further improvements in performance.

7.     Reliability Centered Maintenance: Reliability-Centered Maintenance is intended to provide maximum useful capacity at the lowest possible cost throughout the entire production system. Our proprietary and proven approach begins with the development of an effective maintenance strategy that applies scarce and valuable resources where they can provide the most leverage in delivering high capacity at the lowest possible cost. Our process is built on rigorous data analysis and documentation and has been successfully applied in many industries and numerous environments in: consumer products, pharmaceuticals, chemicals, energy and utilities, oil and gas, aerospace and defense, pulp and paper, primary metals, forging, transportation, shipbuilding, health care, and many fixed facilities.

8.     Supplier Management: Supplier Measurement and Management are required processes to formally and efficiently define, measure, and control supplier performance to conform to business strategy and meet business goals. The relationship between a supplier and buyer can be a complex one. Each party wants to maximize its time, resources, and cash investment; these may be competing priorities that strain the relationship. To protect both parties, a mutual business understanding based on compliance with agreements as well as a commitment on both sides to perform to the contract as measured by a clear set of quantitative and qualitative metrics and targets is required. A formal process that routinely gauges this performance based on frequently gathered data, analysis and review can ensure that suppliers understand, live up to and are accountable for performance against key targets related to cost, quality, delivery, flexibility, and others as appropriate.