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NAVIGATING THE TRANSITION: A COMPREHENSIVE GUIDE TO THE UPCOMING CHANGES FROM AS9100 REV D TO IA9100

Sun, 21 Jan 2024 19:30:26 GMT

Introduction

In the ever-evolving landscape of quality management systems, staying abreast of changes is crucial for organisations striving for excellence. For those operating within the aerospace industry, a significant transition is on the horizon as the proposed changes from AS9100 Rev D to IA9100 are set to take effect. This shift brings a wave of adjustments that demand a proactive approach and strategic planning. In this blog post, we'll delve into the upcoming changes, explore their implications, and guide you through a seamless transition. As a global management consultancy based in Northern Ireland, Mourne Management Systems is committed to providing expert insights and support for ISO system implementations and business management consultancy.

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Understanding the Transition

Background on AS9100 Rev D

The AS9100 series is a set of international standards developed by the International Aerospace Quality Group (IAQG) specifically for the aerospace industry. AS9100 Rev D, the current version, has been the benchmark for quality management in aerospace, emphasizing risk management, customer satisfaction, and continual improvement.

Introduction to IA9100

IA9100 is the proposed successor to AS9100 Rev D, expected to bring about several changes aimed at enhancing the effectiveness and relevance of quality management in the aerospace sector. While the details are still in development, it is crucial for organisations to prepare for these changes to maintain compliance and optimise their quality management systems.

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Key Changes in IA9100

Risk-Based Thinking Reinforcement

One notable area of focus in IA9100 is the reinforcement of risk-based thinking. The aerospace industry is inherently complex, with various factors influencing product and service quality. IA9100 is anticipated to place a stronger emphasis on clarifying and detailing operational. With this larger emphasis being put on operational risks (compared to AS9100 Rev D), it is proposed that all risks shall be part of the organisations internal audit plan/ schedule.

Enhanced Emphasis on Leadership

IA9100 is expected to bring about a more pronounced emphasis on leadership involvement and commitment in terms of the organisation’s “Quality Culture” and “Ethical work environment”. Organisations are advised to assess and enhance their leadership strategies to meet the evolving requirements.

Information Security

The proposed changes in IA9100 also emphasise the importance of information security within your organisation. With the growing prevalence of data security breaches and responsibilities for organisations to comply with government and industry regulation changes, the new IA9100 standard is proposing that the QMS, being that it is a “business management system”, is a vital resource for the organisation to:

- Achieve the Quality management system’s intended results;

- Protect customer and employee information;

- Prevent IP (Intellectual Property) theft;

- Prevent cyber espionage; and

- Preserve reputation and trust

Greater Operational Control

The IA9100 standard signals a strategic shift in aerospace quality management, prioritizing early risk identification and continuous improvement. Emphasizing Control Plans, PPAP, and APQP via AS9145 ensures a structured approach to process control, vital for defect prevention and regulatory compliance. The heightened focus on Foreign Object Debris (FOD) prevention underpins the industry's commitment to safety. By integrating robust business management procedures, IA9100 aims to fortify aerospace's dedication to excellence, safety, and continual improvement, ensuring the highest quality and reliability standards.

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Implications for Businesses

Proactive Transition Planning

Given the significant changes anticipated with the shift to IA9100, organisations are encouraged to adopt a proactive approach to transition planning. This involves conducting a thorough gap analysis to identify areas that require adjustment or enhancement. Mourne Management Systems, with its global expertise in ISO system implementations, is well-equipped to assist organisations in this crucial phase.

Employee Training and Awareness

As with any change in standards, ensuring that employees are well-informed and adequately trained is paramount. IA9100's increased emphasis on risk-based thinking and leadership involvement necessitates a comprehensive training programme to empower employees at all levels. Mourne Management Systems offers tailored training solutions to equip your team with the knowledge and skills required for a successful transition.

Continual Improvement Mindset

IA9100, like its predecessor, places a strong emphasis on continual improvement. Organisations should view the transition not just as a compliance requirement but as an opportunity to enhance overall efficiency and competitiveness. Mourne Management Systems specialises in fostering a culture of continual improvement, guiding organisations to extract maximum value from their quality management systems.

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Mourne Management Systems: Your Partner in Transition

Global Expertise, Local Commitment

Based in Northern Ireland, Mourne Management Systems boasts global expertise with a localised commitment to providing top-notch management consultancy services. Our team of experienced consultants understands the intricacies of ISO system implementations and is ready to guide your organisation through a smooth transition from AS9100 Rev D to IA9100.

Tailored Solutions for Your Organisation

At Mourne Management Systems, we recognise that every organisation is unique. Our consultancy services are tailored to meet the specific needs and challenges of your business. Whether you operate within the aerospace industry in Northern Ireland or have a global footprint, our consultants are dedicated to delivering customised solutions that drive excellence.

Comprehensive Support Throughout the Transition

Navigating the transition from AS9100 Rev D to IA9100 requires a holistic approach. Mourne Management Systems is committed to providing comprehensive support at every stage of the journey. From initial gap analysis to employee training and ongoing optimisation, our consultancy services cover the spectrum of requirements for a successful transition.

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Conclusion

The transition from AS9100 Rev D to IA9100 marks a significant milestone in the evolution of quality management systems within the aerospace industry. As organisations gear up for this change, partnering with a reputable management consultancy becomes crucial. Mourne Management Systems, with its global perspective and local commitment, stands ready to guide organisations through a seamless transition, ensuring compliance and fostering a culture of continual improvement. Embrace the change, elevate your quality management systems, and position your organisation for sustained success in the dynamic aerospace sector.

THE ANATOMY OF A GREAT BUSINESS PLAN

Tue, 17 Nov 2020 08:30:00 GMT

If done correctly, it is true that a well written business plan can be a major factor in your entrepreneurial success. It can guide you, keep you on track and can be the vehicle to get you to where you want to be. In some cases, business plans are simply the evidence to support decisions from investors, banks, partners etc, though the additional merit provided by a well thought-out and realistic business plan cannot be underestimated in terms of supporting your businesses’ growth and sustainability. A business plan can be extremely important to your success, especially when you look at the stark statistics stating 42% of small businesses fail during their first five years.

It may seem like an overwhelming task to try and figure out what to write in your business plan and can take a lot of time and planning. You may have already attempted a google search or asked a friend to help you; but are you confident that your business plan will be successful? Remember, you only get one chance to WOW people - you want to be the one they remember. Let’s make sure you get it right the first time. So, what information should you include that will create a presentable, professional, effective and sustainable business plan?

EXECUTIVE SUMMARY

This should include all the key information about your business’s purpose, conveyed succinctly and with passion.

COMPANY DESCRIPTION

This section should include a Vision, Mission and Values statements for your business. You should also include information on your target market, industry outlook and the company’s legal structure. Additionally, identify and outline targets for the company, spanning over a period of time you deem necessary.

PRODUCTS & SERVICE

In this section, list all products and services offered by your organisation. Give a short summary of highlights e.g. USP’s of each product and/or service provided. You should give a brief overview of what problems your product or service solves and what competitive advantages you have over your competitors and their products and services. Another sub section to consider is product details and pricing.

MARKETING PLAN

This section can be quite a task on its own! It would be beneficial to seek the advice of a skilled, marketing professional who understands the market and can help you to navigate the sector. This section’s main aim is to guide your organisation towards future sales engagement and effectiveness. You want to conduct as much market research as you possibly can. Things to consider would be: Your cost vs Competitor cost, projected industry growth, barriers to entry, SWOT analysis, ‘Ideal’ client profiling, product and service sales language, Positioning/ Niche, application of marketing, annual marketing budget, pricing strategy and proposed/ target market locations.

STARTUP EXPENSES AND CAPITALISATION

This section focuses on the expenses involved in opening your business and how much capital you will need. Estimating start-up expenses as accurately as possible helps you gather sufficient start-up capital.

OPERATIONAL PLAN

This section explains the daily operation of your business, including its location, equipment, personnel, and processes. Other sub-sections to include are: Legal environment, regulatory requirements, quality control, inventory, suppliers, and credit policies.

MANAGEMENT & ORGANISATION

This section should give readers an understanding of the people behind your business, their roles and responsibilities, and their prior experience. If you are using your business plan to access funding, be mindful that investors and lenders may carefully assess whether you have a qualified management team. Additional sub-sections to consider providing information on include personnel biographies, skill gaps, advisors, and the company’s organisational chart.

FINANCIAL PLAN

Your financial plan is perhaps the most important element of your business plan. Lenders and investors will review and scrutinise every detail. Developing your financial plan helps you set financial goals for your start-up and assess its funding requirements. You should include the following: 12-month profit and loss, 3-year profit and loss projection, 12-month cashflow report, 3-year cashflow projection, projected balance sheet, break-even calculations and use of capital.

Once you have completed your business plan, it is advisable to essentially risk assess the coming weeks/ months/ years events or instances that could have a negative impact on your business and create obstacles in meeting your targets. Once you have identified these potential risks and threats, mitigation plans and actions can be instilled, creating a specific strategy to make your business plan work in a methodical and organised manner.

Furthermore, it is crucial that your business plan not only works functionally and profitably, but also works for you and the life you want to create. We all have goals and dreams for our lives and how we would wish to live them. Have you considered what your business would look like if it gave you exactly what you want from your life? Do you have a financial goal in mind that would support your dreams and the lifestyle you want to lead? Do your ambitions align with the business you are creating? How amazing would it be if you could create a business plan and a business that supports your vision? And how incredible would it be if your business worked for you, instead of the other way round?

No doubt there is a lot time, thought, work and effort that goes into creating a comprehensive plan. This is where we come in!

Mourne Management Systems are a business management consultancy, based in Northern Ireland, that offers the implementation of ISO management systems and bespoke business planning services across the UK and Ireland. Not only will you receive a clear, comprehensive, and professional business plan, but you will save a lot of time and effort that can be focussed on an alternative aspect of your start-up. Having a well thought out, structured and proficient business plan will provide you with the comfort and security that your first impression will be one of professionalism, attention to detail, and organisation. This alone already provides you and your business with a level of credibility and evokes confidence within investors. There are those who would argue that a professional business plan is not necessary, but this is of course a personal choice. They are relatively inexpensive and can pay for themselves very quickly! Making smart business choices, begins with a smart business plan.

If you would like to know more about building your bespoke, professional business plan, get in touch today for a no-obligation chat with our principal consultant.

Mourne Management Systems – Intelligent Solutions For Peak Performance

INDUSTRIAL SECTOR - 5 TOP TIPS FOR COVID-19 RECOVERY

183:808192634 (Aaron Furphy) — Thu, 23 Jul 2020 07:05:26 GMT

Today we will be focusing on the advice which worked well for our industrial sector clients over the COVID-19 lockdown to help them prepare for re-opening.

[SEE BELOW FOR DOWNLOADABLE PDF TIP SHEET]

Skills Advancement

With some manufacturers seeing a downturn in their sales, especially in the aerospace market, and not having been as productive in recent months, manufacturers could utilise the time they have to look at skills advancement. One of the core aspects of quality standards, such as ISO 9001 and AS9100, is continual improvement.

Many quality issues that happen in industry generally relate to human error. This could be due to the lack of employee skills refreshment courses completed, or lack of overall competencies. Conducting a detailed analysis of quality issues raised, will allow you to clearly identify instances where the root cause/s relates to human error or human factors (the dirty dozen). Explore the costs involved in the training (up-skilling) and try to offset these costs with the annual cost of quality saving.

Adaptability

When we talk about adaptability, we refer to various aspects of the organisation. It is vital to approach any project with a rational, logical, and open mind to ensure critical analysis and planning can be conducted in the most productive manner and from a broader perspective. This is something we support our clients with, as we can take an emotionally disconnected, impartial stance and assess the business whilst simultaneously understanding their operation fully. As mentioned in a previous blog, change avoidance is real. (https://www.mournems.com/qms-quality-makes-sense).

The most dangerous thing for a business to do in today’s climate is insist, “This is how we’ve always done it.”. To move forward in a post-covid 19 society, we need to be open to change, and more flexible than ever before. Reimagine what your business could be. Big challenges enable big changes. Coronavirus has been the catalyst for fundamental changes in business and has demonstrated that change can lead to success, improvements and is not something to fear.

Manage Risk

When we mention the word “risk” most people will automatically think of health and safety, with this term being frequently used in health and safety standards. Prior to the most recent review and updating of these standards, The International Organisation for Standardisation held a “containment and preventive action” mentality.

Now, it is heavily focused on identifying organisational risks and implementable measures to mitigate and prevent mistakes from happening. Whilst we learn from mistakes, we can also strive to eradicate them completely, and even before they occur. Now more than ever, we need to look ahead and ask ourselves; where do we see our business? The purpose of the risk assessment is to prevent unintended events/ scenarios (the same as a health and safety risk assessment). Consequently, there are fewer “unexpected” surprises and escalation routes are clearer and easier to communicate.

Automation

The automotive industry has set the benchmark for automation and have successfully demonstrated how robots can be utilised to reduce human error, by replacing humans in completing certain repeatable, simple, and sometimes boring tasks. However, it also notable that robots are not capable of completing complex dextrous jobs that we as humans can. Another advantage of automation is that robots protect workers from repetitive, dull, and dangerous tasks, while also creating more dynamic jobs, such as engineering, programming, management, and equipment maintenance. Robots free up manpower to let companies maximize workers' skills in other areas of the business. Particularly in the last few months, we have witnessed massive constraints on supply chains, coming from china. Robots in manufacturing help to create jobs by reshoring more manufacturing work, enabling better competition with labour costs in Asia. Innovation grants and industry experts are there to help and assist your organisation in implementing automation and robotics.

Energy Management

“The UN Secretary-General has told a meeting of ministers it is “Vital” the world moves towards clean energy.” – BBC News (https://www.bbc.co.uk/news/science-environment-53349974?intlink_from_url=https://www.bbc.co.uk/news/topics/cmj34zmwm1zt/climate-change&link_location=live-reporting-story)

Now with global government backing, organisations will be supported in reducing the amount of energy they consume. We welcome the government support for the reduction of greenhouse gas emissions from their industries. However, there are more advantages for organisations to consider with regards to manage their energy consumption, such as:

• Reducing Costs

• Reducing the impact of rising energy costs

• Meet legislative carbon targets

• Reducing the reliance on fossil fuels

• Enhance their social responsibility

• Enhance corporate image and reputation

An effective way to manage your energy consumption is to implement ISO 50001. It is a harmonised standard that specifies the requirements for establishing, implementing, maintaining, and improving an energy management system. It enables an organisation to follow a systematic approach in achieving continual improvement of energy performance, energy efficiency, energy security, energy use and consumption.

Mourne Management Systems are specialists in assisting standards implementation for certification. We have seen a rising interest in ISO 50001 from some of the top organisations across Ireland. Get in touch today to see how ISO 50001 can help your business today.

If you would like further support with implementing any of the above topics, get in touch now.

www.mournems.com

aaron@mournems.com

SERVICE SECTOR - 5 TOP TIPS FOR COVID-19 RECOVERY

183:808192634 (Aaron Furphy) — Wed, 22 Jul 2020 07:05:11 GMT

Today we will be focusing on the advice which worked well for our service sector clients over the COVID-19 lockdown to help them prepare for re-opening.

[SEE BELOW FOR DOWNLOADABLE PDF TIP SHEET]

Product Offering

When you run a service business you have already worked hard to get either the footfall or clientele which you currently have; but why stop at offering your service alone?

If you read in my past post; I spoke about the need to add value. There are multiple ways to do this, however; In some instances, a consumer product may be sold in conjunction with the service provided. An example is a hair salon that provides the service of cutting hair, but also sells shampoo and other personal care products. This is an incredibly good way to boost revenue and grow your business post-lockdown. With the popular theme of #SupportingLocal prevalent in our community; there is no better time than now to develop a consumer product to offer alongside your day-to-day service.

Customer Service

The most satisfied customers are those who have experienced service difficulties - sometimes significant ones - that have been rectified by the organisation. The least satisfied customers are those whose problems remain unsolved.

It is important to inform and assure your customers of the reopening of office/ services and, work closely with them to create solutions that offer a mutually beneficial work environment. The customer is one of the most essential stakeholders for any business and hence, engaging with your customers, immediately after the lockdown, is vital. Inform your customers about your company resuming operations and assure them of your continued partnership and service. The most important aspect of this engagement could be providing a customised service that will suit the current need of the customer in the post lockdown era.

Grant Support

Owners who want to grow their businesses constantly worry about funding their company vision. Grants can be an attractive source for financing because they inject capital that doesn’t have to be paid back into the business. On the other hand, grants can cost businesses in other ways, whether through the time and effort it takes to win them or the conditions that grants place on the company.

The primary advantage of grants is that, unlike loans, they don’t have to be repaid. They also don’t require the owners to surrender any equity in the business. A grant is a means of financial assistance designed to help a business grow. Here in Northern Ireland there are many grants available whether that be from Invest NI, local councils or other trade organisations.

Paid Ads

With almost 4.5 billion active internet users, as of April 2020, it is one of the most important platforms in the world for advertisements. Many people would now consider paid social media advertising as their preferred method to reach out to prospective clients. In today's market, organisations that don’t advertise on social media risk falling behind the rest of the market. Paid social advertising is a very different method from conventional or traditional advertising. “Big Data”, AI, and machine learning allows you to find, target, and reach your specific audience with ease. Some social media platforms even allow you to monitor and measure your advertisements. This will give you greater insights (supported with factual data) into how to enhance your advertisement campaign. Another huge benefit of using paid social media advertising is that there are advertisements to fit any budget.

Customer Incentives

Incentives can be defined as; “something that brings additional value to an already provided service or product. Offering your customers additional benefits such as free items, bonuses, discounts, loyalty programs, or special deals is what turns a regular buying experience into something memorable.”

Customer incentives are an extremely powerful tool when used in the right way. They improve elements such as customer retention, building trustworthy relationships with long-term clients, enticing returning customers to spend more, impulsive purchases and social media engagement.

Some common incentives offered currently by companies include:

Free Items
These are low value free items/ gifts to members or customers.

Bonuses
When we look at the Tesco’s Clubcard, this is a perfect example. (For every £1.00 spent; monetary credit is applied, and vouchers issued once a year)

Memberships
Loyalty programs that offer exclusive monthly deals to members. These can be set to yearly contracts which can help stabilise cash flow.

Coupons
These can be placed along with advertisements to entice purchase. BOGOF, 50% off etc. These can be either printed or used digitally via e-commerce platform with a unique code.

Discounts
Especially in today’s economic climate, customers appreciate the opportunity to save money. Studies show that discounts generally lead to additional purchases from the same transaction.

If you would like further support with implementing any of the above topics, get in touch now.

www.mournems.com

aaron@mournems.com

BUSINESS TO BUSINESS - 5 TOP TIPS FOR COVID-19 RECOVERY

183:808192634 (Aaron Furphy) — Tue, 21 Jul 2020 08:10:16 GMT

Today we will be focusing on the advice which worked well for our business to business clients over the COVID-19 lockdown to help them prepare for reopening.

[SEE BELOW FOR DOWNLOADABLE PDF TIP SHEET]

Strategic Advice

With most businesses planning 5 years ahead; it is simply impossible to tell exactly where we will be in five years due to the COVID-19 pandemic. What Mourne Management Systems have advised on, is developing a comprehensive 90-Day plan which is highly focused on risks and risk mitigation. Consider how your business could transform to fit the mould of today’s economic climate. Where do you want your business to be in 90 days? These are just some of the questions asked to business owners when initially starting the 90-day plan. It is crucial is to focus on key objectives and goals that can help rebuild the organisation’s foundations and make your business great, and potentially even better than before. Our top tip would be to look at outgoing payments. Try to agree payment plans with suppliers and ensure one of your targets is to increase cashflow and aim for a certain amount of cash in the bank within the 90 days.

Focus on value added

Now more than ever, we are beginning to see a drop in customer satisfaction results. Weaknesses in customer service processes and/or slow production processes will impact the delivery of products/ services. These can all be down to several things; however, now is the time to review why this happens and start problem solving to implement effective changes. “The term “value-added” describes the enhancement a company gives its product or service before offering it to customers. It can be considered as an extra special feature added by a company or producer to increase the value of a product or service.” Look to reduce and limit non-value-added activities to save your business time, pressure and unnecessary expenditure.

Supply Chain Solutions

If you run a business that heavily relies on supplied products/ services, Mourne Management Systems would suggest looking at your overall supply chain. Firstly, we would look at identifying which suppliers are based outside of the UK. The main reasons for this action would be to help some of the pre-planning activities for possible Brexit scenarios, and that UK supplies will be more accessible than supplies which require international shipping. The second activity that we would suggest using, is looking at negotiating a better price for future purchase orders of products/ services. A good example of this would be an engineering scenario when material is being purchased as and when production requirements arise. Review and monitor the past 12 months of purchased material and forecast standard stock sizes and thicknesses. Once you have the data in front of you, you can strategically assess and forecast the future requirements of the business and negotiate a Kanban system with your material provider at a competitive price. Finally, if the forecasting poses too high a risk to your business, then you can go down a simpler route of identifying new opportunities with either new purchased products/ services or looking for new strategic suppliers for the future.

Identify New Potential Clients

Taking care of our key customers is vital during this pandemic. We need to stay in contact with existing customers to stay up to date with any future requirements they need. Taking care of key customers does not retract from sales and business development. Now more than ever you need to continue to seek further opportunities to help maintain or grow your business. Conduct market research to understand your market and get an overview of how it was, and has been, performing since the start of the Coronavirus pandemic. This will allow you to find out company sizes, products/services, and key personnel. Conduct news searches to help aid predictions of future innovation in the market; this will enable you to see ahead at what new products/ services could emerge from the market. Finally, conducting a competitor analysis will allow you to determine what your competitors strengths and weaknesses are within the market. You can then strategically utilise the opportunities their weaknesses reveal, to boost your advantage and your USP when selling to new potential customers.

Operational Readiness

Despite all the challenges that COVID-19 has presented, we have been forced to assess how resilient we are as business owners. Under “the management of health & safety at work regulations (NI) 2000”, we are legally required to protect employees and customers from risk to their health and safety. We should all know by now that social distancing and frequent sanitising is a must for everyone. However, there are different measures we could take to help become operationally “ready”. One piece of advice we would give is minimise the number of staff on site where possible. This can be done by allowing certain members of staff to work from home. We have already seen a large amount of businesses use this method with great success. Finally, we would urge businesses to constantly communicate with their employees to keep them up to date with any changes. One way to do this would be to create a COVID task force team. This will consist of a diverse range of personnel within the business, who meet daily, to look at daily government updates and drive continual improvement in terms of organisational readiness to help boost operational performance.

If you would like further support with implementing any of the above topics, get in touch now.

www.mournems.com

aaron@mournems.com

BUSINESS TO CONSUMER - 5 TOP TIPS FOR COVID-19 RECOVERY

183:808192634 (Aaron Furphy) — Mon, 20 Jul 2020 09:02:14 GMT

Today we will be focusing on the advice which worked well for our business to consumer clients over the COVID-19 lockdown to help them prepare for reopening.

[SEE BELOW FOR DOWNLOADABLE PDF TIP SHEET]

Financial Management

The first thing we would advise anyone within any sector to look at is all revenue coming in and expenditure going out (Creditors and Debtors). Ensuring payment is received from debtors is the number one priority. Be personable and have an honest conversation with current debtors. We all understand that there may be issues regarding payment, however, keeping in touch and up to date with your debtor’s current financial situation helps. You need to ensure these situations were and are documented and monitored.

If you are an organisation which sells its own product to consumers; we have seen good results exploring supply chain cost saving solutions, along with implementation of lean practices to improve production/ business processes. The improved supply chain and production/business process costs have allowed our clients to either reduce their product price, to increase market competitiveness or improve profit margin on products sold to help increase cash flow and sustainability.

Build Your Network

“Networking is a deliberate activity to build, reinforce and maintain relationships of trust with other people to further your goals. Professional networking is simply networking focused on professional goals," (Anders Ostlund).

Many businesses have heavily relied on word of mouth sales or resting on their laurels with current repeat orders which may not be safe guarded i.e. via contracts or sales terms and conditions.

One way to boost your brand’s presence and build a reliable and professional network is by exploring social media platforms such as: LinkedIn, Facebook, Instagram etc. Doing this will give you a consistent audience of potential consumers and/or likeminded professionals who actively seek to help each other and collaborate.

One other way of building your personal network is by attending or joining professional networking groups/societies. These are specifically setup with likeminded professionals and is a great way to tap into other people’s networks, to help build new connections, to seek new opportunities and explore leads for your business.

Create an Electronic Platform

Nowadays, with the growing popularity of the Internet and technological advancement, it is quicker and easier to buy and sell online now than ever. Internet users are no longer limited to sitting at desktop computers to do research or send emails. If you are an organisation which sells stocked products, now may be the time to take the massive leap to building an ecommerce website. In 2019, 79% of adults in the UK owned a smart phone. Even though an e-commerce website gives you “instant access” to a global market; businesses usually start off with a broader UK market potential of approximately 40 million people compared to your advertisement reach in magazines, newspapers, or advertising outlets. With the current pandemic situation, customers are appreciating the convenience of online shopping even more. The presence of your brand will make it easier for everyone including busy parents, and disabled people make decisions regarding their purchase without the inconvenience of being in an environment that may not be fully accessible.

If you work in the hospitality sector, you will have noticed the growing amount of bespoke service provider apps to help with customer interaction. Apps like these can help with ordering food, requesting assistance, drinks ordering and service, and time limit tracking (for example in the Republic of Ireland, there is a 105 minute time limit inside a restaurant/ gastro pub.*) *Figure correct at time of publication*

Use Innovative Technology

When we talk about innovation, we think of companies such as Amazon, Tesla or Space X to name but a few. These companies are the striving to set the benchmark for innovation and the use of advanced technology. For other companies, this level of innovation would not be economically viable, due to factors such as the size of their organisation and nature of products/ services provided. Mourne Management Systems has supported businesses with developing a technology road map, enabling them to identify and stay abreast with the latest technological developments and strategically planning for how this new technology could play a role in the future of the company as it grows.

In both Northern Ireland and the Republic of Ireland, the agricultural sector plays an enormous role in our economy, yet farmers can be reluctant to trial or incorporate new technology. This could simply be due to a lack of interest in the area or perhaps a strong belief in generations of traditional farming techniques. With Brexit looming and posing a threat to the agriculture market, new agri-tech has, and continues to be, developed to improve operational processes and support the continuation of farm performance monitoring.

One example of a new innovative agri-tech for crop farmers is; eLEAF, a Dutch high-technology company that supplies reliable, quantitative data on water and vegetation on any land surface to support sustainable water use, increase food production, and protect environmental systems. Using satellite imaging, eLEAF gives farmers advice on soil composition via SMS. Once a crop begins to suffer from water stress, farmers start to lose income. The irrigation advice that eLEAF gave to farmers, led to impressive results. In some cases, the yield increased by as much as 200% to 250%. This is just one example of how much impact can be made upon affordability and increased revenue using technologically advanced systems.

Increase Marketing

As I wrote in a previous post, my belief remains the same: “Burying your head in the sand won’t solve anything. It will only make matters worse”. Honesty is key, when looking at your business, to help recover from the unprecedented lockdown period. In 2008, during our last recession and economic downturn, 60% of brands that did no additional marketing saw a 24% decrease in product or service use and a brand image decrease of 28%. Similar evidence revealed that organisations who decided to cut their marketing budget, lead to greater risk of losing revenue. We can all learn a lesson from the last recession, that although it is tempting to save and cut marketing costs, this can actually pose further risk to your business and leave you in a weaker position in the long term. Mourne Management Systems have advised that a lot of your current competitors may still be in a short-term mind set. This will, in turn, provide you with an advantage and massive opportunity to capture more of your market through a strategically developed sales and marketing plan.

If you would like further support with creating or implementing any of the above topics, please don’t hesitate to get in touch.

www.mournems.com

aaron@mournems.com

Understanding Business Growth Momentum

183:808192634 (Aaron Furphy) — Tue, 18 Feb 2020 10:05:25 GMT

Understanding Business Growth Momentum

There are a wide variety of circumstances and causes as to why business growth plateaus at a certain point. Some of these growth hurdles could be attributed to monetary complications with some running out of money before their business plan can be executed, others may not respond properly or meet the demands of their clients.

Indicators of variable business growth can include data and metrics. They can show trends of “levelling out” or “a decrease in momentum”. If a business uses metrics and evidence-based decision making this will allow them to isolate the problem early and act on it. Other indicators could be stock prices continuing to decline, thus making shareholders more cautious.

Businesses have different ways of reacting to these indicators. In some cases, boards bring in a newly appointed CEO or a former appointed CEO, like P&G and Starbucks; who believe these personnel can revitalise the company to its previous status. However, in most cases, the board of that organisation/ company may expect things to change and stick it out with the current appointed personnel, these companies include Apple Inc., GE and Cisco.

Some of the causes for a business to initially stop growing is the law of operating on large numbers. As a company grows the percentages accumulate, as a result; they have increased income and increased outgoings. Therefore, as the foundations grow for the business, this can pose a high risk and require more control placed upon it.

In the cases of increased start-ups, competitiveness in the market increases. Start-ups, with the benefits of lower overheads, enable them to win new contracts and make a significant profit increase. We know how difficult it is to win a contract; however, sustaining the business throughout the duration of the contract and managing cash flow can become the next and biggest element of risk in terms of business growth. This in return puts pressure on the start-up or the smaller company to gain more sales, explore new markets or even look at new geographical regions to operate in.

It could also be suggested that the growth of any company could be affected by the maturity of the market. Over time, consumers become more and more acquainted with or faithful to certain products in a much more predictable pattern. This then leaves some businesses vulnerable and leaving their business growth plan to chance, hoping that severe changes happen to the market leaders so they can compete for the new market shares that become available from their competitors.

It could be added that with the market growing, prices are likely to normalize, thereby limiting the ability to grow and expand by increasing the prices. Eventually, some markets come to the stage of exhaustion owing either to a small population increase or to product commercialisation. All combined, these product and market life cycles put pressure on the typical marketing and sales growth plans.

You could also say that self -preservation of businesses is another reason why growth slows. As a company grows, their existing market could be preserved by a small quantity of market leaders (greater than 99%) and are less likely to outcompete when offering new goods. Therefore, at a point when a small company in this market needs to innovate in order to grow, the pattern is to make it safe; rather than innovate on expanding current goods and services; as their market leaders have the adequate resources in order to do this which they may benefit from.

Finally, businesses who say they have a plan but are not seeing the results. This could come from several different factors, however; from my experience it mostly comes down to the organisational culture. Normally the only people who know of these top-level goals and targets are the board. This then leads to an almost Chinese whisper effect when this information tries to be shared but in a diluted state to ensure the “secret sauce” doesn’t get leaked to competitors. This can lead to confusion and a false buy-in from employees as they may not fully understand the reasons for why they are doing things differently or why there has been a change in the business.

Strategies to Regain Growth

With regards to business growth, understanding and evaluating the various tactics could help a business avoid complacency and businesses must firstly take time to establish short, medium, and long-term plans. These plans can then be used to establish goals and objectives and this consequently kick-starts the implementation stage. When the strategic plans have been developed, it becomes important for the business to develop a breakdown of the numbers to see how much funding is needed in order to execute the plan. Taking all financial factors into consideration, e.g. turnover, expenditure, cash-flow etc, will enable the business to appropriately plan and map the journey ahead, whilst ensuring a consistent growth momentum is maintained throughout the plans “life-cycle”.

If the businesses financial condition is insufficient, it may need to reconcile goals, but the earlier the business realises this point of need, the better. The business may have to come up with the relevant funds through small business funding, angel investments, venture capital, etc, to finance the strategic plans. Other areas to look for business growth opportunities would be the acquisition of a competitor which will enable you to pay a premium to grow your business, however this then turns from a growth plan to a sustainability plan given the level of investment would be much more than that of a strategic plan. The mindset of the business would change to ensure that there is a return on investment.

Finally, it is crucial for businesses to not fear taking a strategic approach and to think more about innovation. Strategic plans, funding, learning, development and the satisfaction of the consumer should always function together in a balanced way in order to achieve business growth goals and targets.

If you would like further support with creating or implementing a strategic plan for your business or company, please don’t hesitate to get in touch.

www.mournems.com

aaron@mournems.com

Level Up for young entrepreneur success at Belfast

Mon, 03 Feb 2020 23:31:27 GMT

Mourne Management Systems Sponsor YENNI Conference

The inaugural conference from the Young Entrepreneurs Network Northern Ireland (YENNI) will take place on Friday, January 31 at Riddel Hall, Belfast, bringing together inspiring speakers and aiming to help drive development of young people’s businesses.

Entitled ‘Level Up!’ the YENNI conference will see the voluntary organisation take the next stage in its support for 18-30-year-olds interested in business, entrepreneurship, leadership and professional development.

YENNI founder, Katie Matthews, was FSB NI Young Entrepreneur 2018 and was included in the NI 40 Under 40 List last year.

“I set up YENNI to support other young entrepreneurs and professionals who have a wealth of potential, but perhaps not the means to pursue their dreams and explore their capabilities,” she said.

“Our inaugural conference will support the vision to provide a safe space, platform and hub for sharing ideas, connecting, supporting, developing and mentoring the amazingly talented young people of Northern Ireland. I’m delighted that so many inspiring speakers have agreed to take part.”

Keynote speakers will include FSB Chair, Tina McKenzie, CEO of Grafton Recruitment, Claire Stewart, Chartered Accountant and NI Young Leader of the Year 2019, and Dave Linton, founder of Madlug CIC and the UK’s Entrepreneur for Good 2019.

“What all of the speakers have shown is determination to succeed, and the desire to take businesses to the next level,” said Katie.

“Together with the other speakers, leaders and ‘Masterclass’ workshops this is an excellent opportunity to not only learn, but to take the next step in your own development and your business’ growth.

“Level UP! Aims to educate, evolve, empower and elevate everyone involved. It will bring together like-minded, driven young people who are current or future entrepreneurs, leaders, professionals, leaders, innovators and disruptors for what I am sure will be a day that will change many people’s lives and outlooks.”

Sponsors for the event include GetPrint, along with Grafton Recruitment, O’Reilly Stewart Solicitors, The Mind Tribe UK, Mourne Management Systems, Ruthless Media, Oranga and Excalibur Press.

The conference will last from 9.30am to 4.30pm, with tickets priced at £15 via Eventbrite – just search Level Up!

Credit - Newsletter - Claire Cartmill

https://www.newsletter.co.uk/business/level-up-for-young-entrepreneur-success-at-belfast-1-9215466

QMS – Quality Makes Sense

183:808192634 (Aaron Furphy) — Mon, 03 Feb 2020 23:19:10 GMT

QMS - QUALITY MAKES SENSE

Before delving into why quality makes sense, firstly it is vital to understand “What is a QMS?”. A Quality Management System is a collection of business processes and functions aimed at continuous improvement of quality, to ensure customer expectations and requirements are met or exceeded.

Expressed as a framework of organised structures, methods, techniques, policies, procedures, processes, and resources; Quality Management Systems are also methods by which companies can ensure responsibilities, time-scales, relationships, contracts, and agreements are equivalent to other relevant international standards.

What are the benefits of implementing a QMS?

Boost in productivity
Increased effectiveness in the use of company resources
Improved customer loyalty that leads to repeat business
Heightened employee and company morale that reduces turnover rates (thereby decreasing costs of training new employees)
Better strategic planning (Challenging goals and targets that encourage company growth and expansion)
A sense of accountability and an understanding of individual contribution that fosters open communication and active participation from employees on all levels
Flexibility that enables fast and appropriate reactions to opportunities and obstacles (Effective Risk Management)
Measured and comprehensive tracking and monitoring systems that can detect defects, gaps in production and customer satisfaction, and core issues within processes, goals, or functions
Higher chances of business sustainability for future trading

I believe there are companies out there who know how to create the right cultures and management capabilities to run a business well. However, some companies have arguably lost sight of quality, reliability, supply chain and procurement issues. There may be an adherence to old values and cultures causing a failure to match technological changes with modern management capabilities. There are also organisations that may be negative to change, there may be a conflict of personal interest/ commitments, some people may also hate the element of administrative tasks (paperwork Exercises) and ultimately the fear of the initial investments of man hours, software, and additional resources/ equipment.

What people can forget about is that all these factors are tailored and implemented to the company’s own requirements, so that they may reach their goals and targets for the future.

People’s or Company’s negative perceptions may derive from subjective norm. This is a social factor that refers to the perceived social pressure to engage or not to engage in the behaviour or task asked of them. PBC (Perceived Behavioural Control) is the individual’s perception on the degree of difficulty of performing a task (Ajzen, 1991). According to the general rule, the more positive the attitude, and the more favourable the subjective norm is; will lead to greater PBC in regards of the individual’s behaviour, and the stronger intention by the individual to perform the task (Ajzen, 1985; 1991).

Therefore, staff having high personal concerns regarding the task, will create an unfavourable attitude towards the QMS, thus affecting the use and effectiveness of the QMS.

Communication between employees and management holds significant importance on employee satisfaction and is the essential human factor for overall effectiveness and continuous improvement of the Quality Management System.

Top management must be the first to show the awareness of the real purpose of the QMS and must attract their employees’ attention as well as acknowledge their expectations and address any concerns. Conclusions are offered to improve the relationship among all parties through an improved status of the quality representative position over employees. This formal direct access to management and the right to exercise and manage internal audits of the system are a positive factor. Informally, this role is far greater and consists once again of the crucial element of continuously improving of the QMS.

The following factors can be explored as roots of staff angst or apprehensions towards a QMS implementation:

Lack of organisation

Disorganisation can affect almost every part of a company. When organisational issues exist in terms of Quality, the tracking, monitoring, updating, accessing, locating, and distributing of those key documents can become difficult and tedious. Errors become a tangible problem. Time is wasted. Employees become frustrated, confused, and disgruntled. And your company’s goals for productivity, quality, and profitability crumble.

Increasing workload & Insufficient staff numbers

Although the competitive market has pushed many companies to improve the quality of their products and services, it has also created a disparity between the amount of work that must be done and the budget available to employ workers to complete the tasks. Businesses that struggle with staffing are likely to experience several issues ranging from employee dissatisfaction and higher staff turnovers to unfinished tasks and an increase in errors. The results are wide-ranging and can include issues like reduced quality performance, deviation from the Quality Management System, failed audits, decreased customer satisfaction, and a decline in sales and profits.

Change avoidance

Implementing a QMS means making a lot of changes. One key ingredient to be successful is, the cooperation and assistance of your employees. As humans, we are hesitant, perhaps even resistant to change by nature, even when the change is positive. So how do you combat human nature and get your employees on board with all the upcoming changes? Being an effective communicator and a leader worth following is a good start to keeping your employees on board. You also need to understand that it is less about changing human nature and more about unearthing and addressing the core reason behind the resistance; these can be in quality terms; human factors.

A QMS is implemented to help combat and control these potentially negative factors through monitoring and measurement of processes to ensure a company remains sustainable. I like to think of it as a big cake recipe. If you leave one key ingredient out, it will all fall apart and become ineffective, thus leaving you with below average standards within your company and your people. Following all steps, instructions, rules, guidelines, policies and procedures, will have a positive and tangible impact on your business.