- Concept - Realise - Track

Rev 25 02 18 09 18 remove custom code footer and consistent L2 L 3 factors 

Rev 25 01 12 03 40 panel EnhImpTitlePan01 - all sunday on this and got it!

Rev. 25 01 12 01 32p 2 level heading

Rev 25 02 25 pad process thinking

01 to know what "specified" information data materials environment resources men machines (maintained properly) from your process supplier

You need to properly produce serve /do your job to the required standard

02 to know what you are doing  wy you are doing it and for whom  - you process customer 

 - specified documented operations definition

Include words concept realise track

This is process interaction

Only processes cause problems.

Aim of all processes  - standardisation to achieve predicability. Everything can be attributed to a step in the process

Process creating value to process inputs producing customer valued out puts. If there an undesired issue. only examine only the processblame the process not the person. 25 02 01 07 18 pad notes standardised processes remove unpredictability.

It is challenging, with all its changes, to simply complete the defined estasblished method to achieve an out comefollow a process to ach

 Standardised method planned in a way to totally and soley satisfy organisational aims nad processes. Everyone 'doing their best' completely destroys predictability

(25 03 20) 10 22

Enable process text  - draft 3 stages 01 process supplier inputs process activity process customer out puts 

Rev 25 02 25 pad process thinking

01 to know what "specified" 'input' information data materials environment resources men machines (maintained properly) from your process supplier

You need to properly produce serve /do your job to the required standard

02 to know what you are doing proces outputs ..  Why you are doing it and for whom - you process customer 

 - specified documented operations definition -defined standard

(25 03 20) 10 20 add working processes are only acheived when all process stakeholders  - supplier and customers contribute their ownership processs activities 

(25 03 20 10 16 )  - to know what is required alignment of all stakeholders is required to ensure all are working toward the common aim. Effective processes can only be realised when all stakeholder representatives contribute to defining process activities to achieve the organisation / project objectives 

Definition of Management Consulting - Deliverables

I MC Board. Updated 25 September 2023

Management Consulting is assisting clients and organisations to successfully implement solutions aimed at

improving organisational performance through the provision of sound, independent and objective advice.

Management Consulting' is a strategic advisory service to an organisation (whether public, private or non-profit)

regarding management problems, challenges and opportunities, and which incorporates these aspects of

professional practice:

• An independent orientation; providing advice with objectivity and within the bounds of ethical behaviour.

• Specialist training and qualifications resulting in expertise in multi-disciplinary management functions and

issues, and an overall breadth of knowledge across functional management areas.

• Skills in problem identification with the ability to apply diagnostic and analytic skills using relevant tools

and techniques.

• Skills in problem and issue resolution with the ability to apply creativity and analytic skills using relevant

tools and techniques.

• Ability to create value, promote change', maximise growth and improve performance through the

application of their knowledge, techniques and assets to provide objective advice, expertise and specialist

skills which the organisation may be lacking3 .

• Ability to assist clients to successfully implement solutions through the provision of advice and proposing

solutions, by taking into account actions or by producing deliverables or outputs4 .

This definitions includes, but is not limited to, sole-trader, company, corporation, firm, enterprise, authority,

partnership, association, charity or institution or part or combination thereof, whether incorporated or not, public

or private, and those who work as internal consultants in an organisation or government body whose primary

purpose is not management consultancy.

Typical management consulting assignments include:

• Reviewing an organisation's corporate objectives.

• Reviewing an organisation's structure and staffing.

• Appraising, selecting, and determining the remuneration structure for executives.

• I mproving revenue and profitability.

• Increasing cost effectiveness.

• Introducing new or better management techniques such as IT, personnel incentives, asset management.

• Planning and controlling the execution of projects which are outside the normal experience of the

organisation's staff.

Management consultants offer a range of qualities which are valuable to owners, leaders and managers.

Consultants usually specialise in identified areas of business, such as strategy, and/or practice in specific industries,

such as, but not limited to, food processing, utilities, tourism, mining and government.

1

Based on BOK p7, paraphrased

2

From 1S020700:2017 3.11

3

From the ICMCI CMC Certification Scheme Manual

4

From 1S020700:2017 3.8, 3.11

5

From the ICMCI CMC Certification Scheme Manual (paraphrased) & ISO 20700:2017

rEV 25 03 20 10 20 ADD PROCESSES TO INVLOVE ALL STAKEHOLDERS TO ASSURE PROCESS OWNERSHIP TO 100 PERCENT COMPLIANCE

OPPORTUNITY

AND Rev. 25 02 03 10 48 more text to copy. in red 25 01 09 09 16 CMobile_V8_ALL_PAGES_AT_25_01_09

                                                0201 discover mobile page  - delete light blue panels - DIRECT MENU LINK CDRIVE

file:///C:/CMobile_V8_ALL_PAGES_AT_25_01_09/Web/02servicesmobile/0201discoversystems.html

AND DT

file:///C:/CMobile_V8_ALL_PAGES_AT_25_01_09/Web/dt/0201discoversystemsdt.html

Rev. 24 01 12 11 11  REQUIRES MEDIA QUERY WHEN THIS WIDTH, DISPLAY THIS ...TEXT WIDTH 320 ELEMENT WHEN THIS WIDTH OVER 320 DISPLAY LABEL ELEMENT

Concept

Review

Standardise

Realise -

-- Map

-- Peer/SME Review

-- Write

rev 25 01 24 02 38 Stage 0 = design what people have in there heads

Combined with realise

Risk Opportunty

Training Coaching

Learning

Risks

Opportunities

Purpose

Operational Definition

Process Deployment

Behaviours

Principles

Interdependence

Concept

Accountability

Understanding

Activity

realise Execute -

--Roll out / coach

Project Studies

PEPs

PCPs / ITPS / SPC

Safe Process Methods

Data

Information

Knowledge

Project Studies

PEPs

PCPs / ITPS / SPC

Safe Proces Methods

Data

Information

Knowledge

RACI

eDocuments Application

Standards/ Codes /Acts

Competance

Special Causes

Trends

Performance

KPIs

External Factors

Customer Value - envisage systems and enhand improvement

Responsibility

Realise

Create

Review

Standardise

Customer Satisfaction - track

Changes track

Understanding

Track -

-- Assess

-- Measure

Track and Assess Policies

SPC-predict stage

Process Risk mitigation

Opportunities realised

Understanding

Competance

Special Causes

Performance

KPIs

Compliance

Understanding

Competance

Special Causes

Performance

KPIs

Education

Track

Predict

Assess

Trend

25 01 14 04 00 p rev list of accomplishments examples Standardise4 10 24 10 04 _V8 from home page DT mobile EP record all activities I've done! peer review chemical engineering

01 REV BLOC 24 10 23 and 24

(24) 01 05 PLAN

01 find hard copies  - sources search e time

01 25 (add red text block for panels created  - clear status for page ) - hidden element

add executive consultation - to systems  - interviews qa person..

list of deliverables for  enable process.. 

01 30 back to plan -  sources

01 hard copies search etime all enable process factors understanding  10 min.

write here;  DELIVERABLES INVOLVED IN.. 

 02 search etime eTask for 10 min

03 Previous versions  10 min etime images - files

(24) 01 32 (THOUGHT IMAGE CAPABILITY CHART IMPROVEMENT  LARGER DOTS ...LINE  YEAR % SCRAP  FOR MARKETING)

START 01 34

REALISE IS DEVELOP EXECUTE ROLL OUT (24)

01 CV COMPANY RISK BASED THINKING (SYSTEM)

MONITOR

SCHEDULING (AUDITS)

REVIEWS

PROCESS

DRAFT MAP WRITE

LEAD TEAMS ()

PROCEDURES INSTRUCTIONS

HAZARD ID (HARMONY)   

COMPILE INTEGRATE MANUALS CO YO  

- IMPROVE ANALYSIS,

REALISE

HEALTH AND SAFETY QUALITY  - MINING RESOURCES  - INFRASTRUCTURE

DESIGN AND DEVELOPMENT  ()MONITOR 

STAKEHOLDER CONSULTATION

RESOURCES CAPITAL MANAGEMENT FRAMEWORKS

EXECTUTIVE SUMMARIES

PROJECT CONTROL (SCOPE AREA )

PROCESS/ INSPECTION DESIGN - AVGAS 100

PROCESS / TRAINING AIMS - HARMONY

PROCESS DEFINITIONS  -

OHS WEB DESIGN 

REALISE  VIABILITY

PROJECT EXECUTION PLANS

OPERATIONAL PROCESS MAPS

MANAGEMENT PLANS  - DELIVERABLE FOOD CYANIADE ELECTRICAL

DOCUMENT CONTROL

ENGINEERING APPROVALS  - DRAWINGS

TRAINING PROGRAMS REALISED

OUTAGE PLAN DEVELOPMENT 

ASSESS

GENERAL

PROJECT VIABILITY  - ASSESSEMENTS

CAPITAL PROJECT GO AHEAD 

MATERAL DATA PACKS  - DELIVERABLE 

MEASURE

 - OBJECTIVES MEDIQUIP / MENDHAM / TMQ EATON PROJECT PROGRESS

- DASH BOARDS

- DATA

KPIS 

- CHARTING

TRACK

SCHEDULE / INSPECTIONS / SUPPLY CHAIN AUDITS /

TRAINING SURVEY

(24) 02 00 START

DEFINE CONSULT MAP WRITE

REALISE ADVISE COACH

ASSESS MEAURE TRACK

02 09 ETIME SEARCH STANDARDISE ()

CLEAR CONSISE AND COMPLETE

PROJECT STUDIES

INPUTS / OUT PUTS

PROCESS INTERACTION (FOR PROCESSES )

INTERDEPENDENCE FOR SYSTEMS

COMMUNICATE UNIFY TEAMS

DEFINE CAUSES COMPLIANCE BASE LINE (SCHULE STARTING POINT )

CORRECTIVE ACTION  - AFTER AS PART OF ASSESS

ASSESS

a) MEASURE

b) TRACK

c) CORRECT  - THIS IS NOT IMPROVEMENT SHORT TERM FIX (MISSING TO COMPLETE)

(24) BRAIN STORM ETIME IMAGES DEVELOP EXECUTE REALISE ASSESS TO ENABLE YOUR PROCESSES

02 17 COLLABORATE (SME INPUT, STAKEHOLDER OUT PUTS,  CURRENT STATE (FUTURE STATE IMPROVE ) ) CREATE MAP WRITE ROLL OUT /  TRAIN (GROUP COACHING ) INSTRUCTIONS  = EXECUTE (ENABLE PROCESSES ) -

02 21 "COLLABORATE AND REALISE - (plan define) TO DISCOVER YOUR SYSTEMS"

FLOW CHARTING  - OTHER QUALTY PLANS

COLLABORATE PLAN AND (DEFINE) TO EXPLICATE DISCOVER UNDERSTAND YOUR SYSTEMS ()THATS BETTER

DISCOVERY FIRST SEARCH ... DIG DEEP / DIG WIDE UNKNOWN TERRITORY  -

FOR SOLUTIONS  - QUESTION AN OPERATION WHY ARE THERE PROBLEMS?

unknown seas  - rough waters to find form storm norm perform teams  - a journey

keep moving

COPYING DESIGNS - IS NOT SOME THING THAT A MATURE COMPANY WOULD DO

MIGHT AS WELL BE IN CHINA THATS WHAT THEY DO... BEVAN... MOTIVATED BY GREED   

TO ENABLE YOUR PROCESSE S

( NOT KNOWING THAT YOU HAVE SYSTEMS - A PUT DOWN ) TO EXPLICATE YOUR

SEEMS REASONABLE THOUGH WHEN GET TO MONDAY SEEMS TOO ADVANCED

02 40 NOT STICKING TO PLAN

02 59 time  -add title txt to wide image to add "purpose line"

discover plan define to understand your systems?

REALISE ASSESS TO ENABLE YOUR PROCESSES

03 13 completed

teract-

-- Interdependence

-- Environment

-- Development