Deloitte & Touche Consulting Group

Group E 8/19/12 Abhijeet Mishra| Apoorv Avinash Vaidya| Rushika Sabnis|

The Consulting Industry 1990s Deloitte & Touche Consulting Group Career @ Deloitte SKS Manufacturing the client Team Challenges Different phases of Click to edit Master subtitle style consulting Typical process of consulting Consulting project Methodology Approach of the Deloitte team Gaps in the approach Recommendations 8/19/12

Agen da

The Consulting industry

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Deloitte & Touche Consulting Group Officially designated in 1995 as the wholly owned subsidiary of Deloitte
and Touche LLP Deloitte and Touche was designated as one of the big six accounting firms and was formed in 1989 after a merger between Deloitte, Hasken and Sells and Touche Ross The consulting wing of Deloitte and Touche had a client base different from the audit and tax practices and accounted for 28% of the firms total revenue Click to edit Master subtitle style The consulting group focused on delivering solutions in four major areasOperations, IT, Financial Management and Strategy Development The consulting differentiated itself in the market as a implementation consulting firm and its key to success was its ability to offer integrated solutions of strategy, IT and operations 8/19/12

Career @ Deloitte

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SKS Manufacturing was a metal stamping factory founded in 1959 by two general motor trained engineer Allen Krammer and John Stefanski SKS supplied exhaust system components to tier I and Tier II suppliers and was completely tied to the automobile industry In 1960s Robert Skidmore joined the institution and brought the vision of industry leadership and sales figure that were far beyond the estimate of the founders Click to edit Master subtitle style Almost 65% of the sales were concentrated to three major customers and export was very less i.e. 3% of the sales and was mainly to Canada and Mexico Over the years the product portfolio of SKS grew and the customer demand to be responsive also became stronger which led to shorter runs and made the task of making the production shop orderly difficult 8/19/12

SKS Manufacturing - The Client

Team Involved

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Problems of SKS

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As a result of the above problems, and lack of internal capability to correct that Deloitte & Touche Consulting group was hired in may 1995 8/19/12

Types of Consulting Engagements

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Different Phases of Consulting

1. 2. 3.

4.

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5.

Entry Phase Exploratory Phase Proposal development and approval phase Implementation Phase Termination disengagement phase

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Typical Process of Consulting

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Source: From Impact HR : Transforming Human resources for competitive advantage by Dr 8/19/12 1999 David Weiss,

Consultancy Project Methodology

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Source: From The essential management toolbox: tools, models & notes for managers 8/19/12 and consultants, S.A. Burtonshaw-Gunn, 2008

Approach followed by the Deloitte team Role Play

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Week 0 Cold welcome by the people at SKS

Flow of Events

Week 1 Detailed work plan for the project was developed Week 2 Work started with full force on the complex spread sheet model Week 3 Presentation of the analysis was done spreadsheet was Click to put on holdedit Master subtitle style Week 4 Moves down to the shop floor to understand the process and people there Week 5 More reviews and implementations - There was no clearly visible improvement

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Gap There was a major flaw in the entry and exploratory phase itself the s conducting of engagement was flawed

Although Chen had that knowledge of a top notch consultant , she lacked the communication that should have existed since day 1 between her and the people at SKS The Engagement team of Deloitte also was a major issue - Due to the constraints on the team leaders , the leads for the engagement were not able to provide guidance, constructive evaluation, and timely feedback to the group members who were not so experienced to deliver the results in such a small timeframe Some of the mistakes made by Chen is : Click to edit Master subtitle style She didnt include the clients team in the process Communication gap existed between her and the clients team, Deloitte peers and managers Directly she went to the examining step before executing the recording step Started developing the solution before the proper analysis Showed poor team work by not interacting with Rohans team which was working on similar lines Clear objectives and milestones of the project was not stated by the 8/19/12 leaders

Recommendati on

There should be proper balance between the technical knowledge and skills vs. internal communication and interaction with the client The senior employees of the team should act more responsibly in terms of giving timely feedback A proper framework should be followed by consultants when involved in such a time-constraint engagement Proper analysis should be done based on the real-time data using different tools like root cause analysis , fish bone analysis Click to edit considered and all the teams of the same All aspects should beMaster subtitle style engagement should ensure to communicate their findings and analysis to each other so as to enhance visibility and increasing the scope of holistic solution

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Thank You 8/19/12