1. Achieve Business Excellence “Managing Operational Performance”by
“Managing
Operational
Performance”
Systemising management process in a way that makes business improvement much easier

2. “A CEO’s nirvana”
(‘Nirvana’ - any place of complete bliss and delight and peace)
To constantly increase the $ VALUE of the business ……… for future sale, capital raising, or franchising
To continually improve business efficiency and profits …….… without relying on CEO-initiated changes
To have control over staff execution of all plans ……… with openness and transparency and less personal CEO involvement
To instill a culture of continuous improvement in all staff …….… for the CEO to have confidence that operations will run properly when CEO is absent from the business

3. The “typical” CEO challenges:
Setting up the business to operate without the day-to-day hands-on involvement of the CEO
To find time to work “on” the business (too busy working “in” the business) and to make sure people are doing the right things.
Improving staff productivity. It is “typical” that 60% of what staff actually do each day, does not add real value to the business
Giving people fast access to the tools and knowledge required for them to do their jobs effectively and at the highest quality level.
Controlling the efficient execution and implementation of plans and actions on time.
Reducing management time in follow-up and close supervision of internal staff on basic operational issues
Getting staff (and managers) to understand the CEO’s thoughts behind the business and how he wants things done
Improve “front-line” visibility to managers (and the CEO) to avoid any surprises.
Communicating to all staff so that they all know and appreciate their value within the business

4. What do all businesses “do” ?
Develop their strategic approach to their market
Implement required operational processes
Give people things to do
Develop ways to do things better
Make Changes
Handle Exceptions
Provide access to required knowledge
Set Targets & Measure Results
Guess what …… this is exactly how AMS improves a business !!!!

5. The AMS Process simply overlays a business to “Improve Operational Performance”
Develop the Strategic Business 5x5 view
Develop their own strategic approach to their market
Create Business DNA Operational Actions
Implement required operational processes
Assign Job 5x5 actions
Give people things to do
Conduct audits of Improvement
Develop ways to do things better
Manage Projects
Make Changes
Resolve Incidents
Handle Exceptions
Create direct links to required knowledge
Provide access to required knowledge
Set Targets & Measure Results
Set Targets & Measure Results
So AMS systemises the running of the business.

6. It really is that simple …… if you have a system help guide you !!!
AMS creates a structured solution that systemises these functions and creates a “valuable asset” of the business
….. that becomes an “Improvement & Control System”
Firstly, improvement is about focusing on the right things ….. i.e. the operational actions of the business that create the most improvement value for the business
Secondly, control is about “visibility and transparency” ….. i.e. so that everything that the people “do” can be clearly seen by everyone to be creating value for the business
It really is that simple …… if you have a system help guide you !!!

7. AMS therefore contains the THREE key components of “systemisation”:
A management PROCESS (the method).
An Internet-based Computer SYSTEM (the AMS-C software).
The operational KNOWLEDGE that defines the business (the content).

8. CAN BE RUNNING WITHIN 48 HOURS AFTER YOUR BUSINESS DNA
AMS
CAN BE RUNNING WITHIN 48 HOURS -
AFTER YOUR BUSINESS DNA
CREATION

9. The “Business DNA” Platform
We create a unique and simple view of all business operations and their risk to the business so that all employees UNDERSTAND
the business “actions” that are of real value;
where the business needs to improve; and
who is “accountable”.
RESULTS
A “one page” graphical operational view of the business (the Business DNA), clarifying the key Actions (value processes) and a operational summary of the business for shareholders, customers, suppliers, and staff
An overall risk assessment of the major DNA Actions of the business resulting in a clear focus on specific areas requiring improvement.
A common understanding of the complete business operation and summary strategy for all managers and staff.
An understanding of where personnel accountability for operational action resides and therefore who caries the responsibility to improve these business operations.
(Internet-AMS Business DNA)
(Sample: Internet AMS Navigator)
(Internet-AMS Accountability Matrix)
Link to schematic

10. “People Improvement” Process
Get all of your people “doing the right things” for your Business
Business Actions
“People do what you INSPECT not what you EXPECT”.
RESULTS
An individual’s Job 5x5 is created for each staff member as a direct result of “cascading down” from the business DNA actions and allocating all responsibilities and accountabilities to people
The setting of realistic Measures and Targets for all job actions (a simple one-page summary of every person’s job)
An assessment of importance for each person’s Job Actions.
Links to job-related knowledge, documents and procedures within the Knowledgebase to enable each person to fulfil and track their specific job efficiency and productivity
The collection of staff “ideas” for improvement
Better utilization of people and an assessment of their capability to match their job
An effective and simple performance review system
(Sample: Excel-AMS)
Individual Actions
(Internet-AMS Job 5x5)
Link to schematic

11. “Improvement Audit & Projects” Process
Action Audits
We give you the way to fix the “risk” areas of your Business
RESULTS
A detailed risk assessment of all “risk” areas of the business identified within the Business DNA.
Action Improvement Audits (typically conducted by the person accountable) to rapidly identify what needs to be done
Creation of business Measures and Targets for all high risk operational actions
Execution of improvement projects for the priority areas of the Business DNA
Creation of an “improvement focus for all staff
Improvement in teamwork and feedback to all managers and staff
Increased staff involvement and a pro-active contribution from everyone.
(Internet-AMS Project Creation)
Link to schematic

12. “Incident Resolution” Process
We give you a simple way for your people to track the “things that need to get done” by the right people.
RESULTS
A system for capturing ad-hoc actions that need to be tracked to resolution.
An audit trail of all “incidents” of the business for better “control, resolution, compliance and reporting”
Open visibility of outstanding actions with an automatic follow-up system for all staff to utilise.
An automatic Action Reminder system that ensures that actions are not forgotten or overlooked.
A management reporting system to alert managers to overdue actions within their sphere of accountability.
Link to schematic

13. The “Knowledge Access” Process
We give your people a simple way to get rapid access to all the knowledge of your business that they need to do their job.
RESULTS
Expansion of the “knowledgebase” of the business for better “how to” information and links to all information required to run the business and implement improvements
Links to “how to” knowledge, documents and procedures within the Knowledgebase to enable each person to fulfil and track their specific job responsibilities
The collection of staff “ideas” for business improvement initiatives
Fast access for all employees to any business information via a simple “knowledge directory” search
Link to schematic

14. Target & Measurement Process
REMEMBER: “People do what you INSPECT not what you EXPECT”.
RESULTS
The AMS therefore becomes the way to track business improvement projects, incident resolution, and actions.
Identification of best growth strategies for the business based on the real measurement of non-financial improvements obtained
Improved staff learning and understanding of the business and the knowledge available
Creation of an environment of initiative for new ideas and recommendations to be implemented
Improved consistency of staff performance reviews encouraging higher productivity and promotion decisions
A “continued improvement” culture expanding to all areas of the business
Link to
schematic

15. Michael Edwards (Managing Director)
Far Pavilion Referrence
“We have now implemented AMS in our Retail, Wholesaling and Warehousing business areas.
As a result of the AMS approach, we have been able to gain significant improvements in all of these business areas. The increased efficiency that has been created as a byproduct of the AMS implementation has of course, resulted in increased profits (240%) in my company.
My people now know what their job is and how they can add to the value of the company.
Our commitment to AMS is long term and as we implement more of its elements we realise the benefits of the important operational management disciplines that it introduces into our business.”
Michael Edwards (Managing Director)

16. Summary of AMS Client benefits
Business
People
Simple and Quick 5-step process
Fixed price implementation stages
Low cost and time-effective
Ideal for all types and sizes of business
Rapid Implementation
Immediate Value for the Business
Reduces Management Complexity
Results are measured and visible
Develops value-based performance indicators
Provides non-financial audit of the business
Optimises resources and adds to Profits
Pragmatic Application of Technology
Internet Browser based for wide adoption
Internet storage of Knowledge for easy and simple access
On-going Managed Service
Knowledge Directory and Tools
Online Coaching and support
Continuous Improvement
Through “do-it-yourself” implementation.
Management of both Risk and Quality
Clarifies and Aligns both Staff and Management Expectation
Applies to all employees
Clarifies any job ambiguities
Removes uncertainty of responsibilities
Provides criteria for staff to be accountable
Focuses all employees on the Business
Records capability & performance
Develops staff performance indicators
Tracks progress for each individual
Encourages staff business interaction
Between management and staff
Improves inter-staff communication and teamwork
Creates pro-active contribution
Provides a common platform and framework for all employees to participate and contribute to Company success
Improves Productivity & accountability of both individuals and teams
Encourages reward assessment for actions and staff that add value to the business

17. The AMS implementation building blocks to Business Excellence
Set Targets
Measure Performance
Report Progress
OPTIMISE TRANSPARENCY TO STAFF 5.
PUBLISH OPERATIONAL RESULTS for easy understanding & focus.
Link Knowledge
Resolve Incidents
Manage Time
INCREASE EFFICIENCY & PRODUCTIVITY 4.
INCREASE STAFF PRODUCTIVITY and motivation of current people.
Clarify Roles
Give Accountability
Define Jobs
ENGAGE ALL PERSONNEL 3.
CLARIFY STAFF EXPECTATIONS in their running of the business.
Conduct Audits
Make Recommendations
Manage Projects
IMPLEMENT BUSINESS IMPROVEMENT PROCESS 2.
STIMULATE INITIATIVES and instill a culture of improvement.
Articulate Strategy
Create Business Actions
Assess Risks
BUILD BUSINESS DNA 1.
STEP BACK and take a realistic operational view of your business.

18. AMS “Dual View” Perspectives
View from a “Whole of Organisation” Perspective (Search)
Knowledge
125 x Actions
Description
Risks
Business- wide view
Audits
Ideas
Projects
Incidents
1.11
1.12
1.13 .
5.54
5.55
Operational Action view
View from an Operational Action Perspective

20. Internet-AMS
Click Here to run Demo

21. The AMS Process simply overlays a business to “Improve Operational Excellence”
Develop the Strategic Business 5x5 view
Create Business DNA Operational Actions
Assign Job 5x5 actions
Conduct audits of Improvement
Manage Projects
Resolve Incidents
Create direct links to required knowledge
Set Targets & Measure Results
AMS systemises the management of any business.