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Profit Maps Model -(An Effective, Simple And Easy To Implement Tool For Profit Improvement And Cost Reduction Using The Profit And Loss Statement)

Introduction

 Improving profits is one of the main objectives of any business, yet most managers do not truly understand how to move beyond the basics of cost-reduction and profit improvement. In fact it is now the new buzz-word in management circles due to the current economic climate.

 If profit improvement is one of the essential elements of our business strategies and challenges why don’t we develop the ability to focus continuously on profit improvement the same way we focus on marketing, operations and Human Resources? Why don’t cost reduction and the resources and leadership necessary for its success receive management’s constant attention?

 The Profit Maps demonstrates how large corporations, a small business or a single department can improve its profits and reduce costs using the proven approach that is based on team innovation and management.

Organizations need to view profit building as a process similar to the processes that drive Marketing, Human Resources and Finance.

 Typically the company’s response to the need to reduce cost is to reduce the workforce. People are laid off in large numbers and dollars are saved-or so it seems. In most situations this is a mistake or merely a short-term solution. The best approach is to give employees a chance to participate in developing cost reduction strategies so that profit improvement is perpetual. In this scenario people are not laid off in large numbers, but instead, better utilized within the organization where they will generate a multitude of creative ideas and effective solutions for profit improvement.

 Rationale for a New Model

 As a senior manager and finance professional I have never found a method that deals simply and directly with the concept of profit improvement and cost reduction. There are many books written which do not have a direct impact on how to increase profits. Each time I searched for such a concept or framework in a book or article I was forced to settle for publications on business theories, financial management, operations management or costing. I never found a concept that specifically told me how to take a business, organization, department or team through an easy to use process to achieve cost-reduction or profit improvement using the line items in the profit and loss statement.

 Who Should Know and Use the Method?

 Because profit improvement and cost reduction should be every manager’s responsibility I believe this method should to be an effective vehicle for profit improvement and cost reduction within their areas of responsibilities. Anyone concerned with improving profits will find it useful. If every manager and supervisor follows the technique as discussed here, eventually the whole company will be contributing to the process of profit building.

 Every manager should make it part of their training program. All employees should become aware of the opportunities for cost-reduction that surround them and should actively participate in perpetual profit improvement ideally spear-headed by a Profit Impact Team.

The Profit Improvement Paradox

 In most business conversations only moments pass before some reference is made to improving profits. This is predictable because the main focus of business is to make profits. What is not so predictable is most managers’ limited ability to formulate effective plans for profit improvement. This is what I call as the profit improvement paradox.

 What are the Reasons for the Profit Improvement Paradox to Exist?

 Management Distraction- Instead of focusing on profitability and cost-reduction most managers become distracted by other aspects of their business. The factors that contribute to this distraction include new competition, e-strategy opportunities, the need to improve efficiency, market-share strategy, new technology, procedural changes, re-engineering, and yes, even serving the customer.

 Lack of Management Training - As businesses continue to prepare their managers to meet the challenges posed by today’s business environment, they must also earmark adequate dollars for training managers to become more aware of profit improvement scenarios.

 Management Turnover - Management turnover is a problem that most businesses must deal with on a regular basis. Its impact on your business is twofold: you lose the experience, knowledge, and training invested in the manager who leaves, and each replacement takes you back to zero in terms of cost-reduction and any associated activities that have taken place. This process should become a core competency of the business. Therefore, profit improvement training should be a part of every new manages development program.

 Lack of a Constant Process for Profit Improvement -This is the main reason why the profitability paradox exists. Too many businesses simply do not have a consistent, systematic process for reducing costs and improving profits on a continuous basis. That is why it is difficult for managers, business owners and even senior executives to identify quickly any action steps taken toward cost-reduction. They tend to be more comfortable with problem solving when the questions require more broad based solutions that may or may not tie into profit improvement. Conversely when asked more specifically what line items on the profit and loss statement within your areas of responsibility cover and what steps are you taking to reduce these costs, manages become more halting in their answers.

 Many books that have been written about cost management which focus on activity based practices. Most widely known is activity based costing. There are also books on activity based budgeting and activity based management. These excellent concepts and frameworks offer a great deal of information about cost measurement. Once you have read them however you may find yourself by asking but how do we reduce cost after having measured them carefully? And where can I find a list of cost reduction ideas organized by line items? The answers to these questions are the basis of the Profit Maps Model. Without it continuous improvement in profitability are unlikely.

 The Profit Maps Model

The Profit Maps Model is a five step process for cost-reduction and profit improvement. In this process an established team, trained in innovation management and questions brainstorming, develops the necessary action steps for a performance improvement plan. Review and follow-up then direct the process back to the team for a new cycle of creativity.

 The Profit Maps Model acts as an engine for continuous improvement, produces immediate results, and becomes a core competency for the business.

 The Profit Maps Model consists of the following five steps

1. Picking your team
2. Preparing your team and your business
3. Brainstorming all the questions
4. Taking action and documenting the results
5. Reviewing and following up

Each step in the process plays a vital role. Systematically applied, they generate a synergistic approach the delivers constant, continuous focus and improvement.

 A brief description of each of the five steps follows.

 Step1 -Choosing and Managing the Profit Impact Team

 The use of teams specifically to improve profit and loss is uncommon, despite management’s widespread acquaintance with teams and what they can accomplish. The Profit Maps approach shows managers how to select the right team members, organize meetings and set concrete goals for optimum results in profit and loss management. When applied in proper sequence with the other steps in the Profit Maps Model, the Profit Impact Team becomes the engine that drives profit building forward and perpetuates it.

 The Profit Impact Team is a team of people who constitute a cross section of disciplines and are ‘prepared’ for innovation. They will generate an endless list of questions and the answers will fuel the perpetual, cyclical motion of the profit improvement machine in their organization.

The Profit Impact Team has the following characteristics,

 No Fewer Than Five, No More Than Eight -The Profit Impact Team works best when it adheres to the ‘no fewer than five, no more than eight’ guideline because the issues associated with cost-reduction require a sense of urgency, consensus and action steps. A team larger than eight people slows down this process. Teams less than five takes a narrow view and not all departments may be represented.

 ‘Out of the Box’ Thinkers -The ‘out of the box’ thinkers are valuable players on your team and their creativity is contagious. At first they may startle traditionalists. In many organizations it is wise to keep the traditionalist view-point in mind when deciding on how best to introduce the new idea. Pondering the ‘out of box’ thinkers insights will truly open the eyes of the more conservative thinkers and challenge them to come up with some creative answers of their own.

 The involvement of ‘out of the box’ thinkers is so critical to the process that a consultant should be used if you find that the organization does not include team members with this ability.

 Cross-Discipline, Complementary, Cross-Sectional Skills -When it comes to reducing costs on each line of the profit and loss statement the team always outperforms an individual. The Profit Impact Team requires the right chemistry and the proper mix of all functions within the organization, because cost-reduction requires multiple skills and experiences and because functional experts have the depth of knowledge needed to dig beneath the surface and ferret out opportunities for cost reduction. Most organizations miss opportunities to reduce cost by not including key members from all disciplines within the organization or business.

 Commitment to Reducing Cost -We know that nothing builds commitment more successfully than the people responsible for implementing the process being the ones who created it. People want to be successful. They want to see their ideas and action plans work. The Profit Impact Team must become so good at reducing costs and improving profits. This must become the sole purpose and the passion of the team. Commitment is the critical aspect of the Profit Impact Team.

 Stress this point by creating incentive programs for the Profit Impact Team. Some examples are, create an incentive pool using a percentage of the money saved by the Profit Impact Team, set a target amount to be saved. Money saved in excess of the target amount are split between the organization and the Profit Impact Team members(say 20% to the team members),award extra vacation days to the Profit Impact Team members upon their achievement and recognize the team’s achievements by publications and newsletters or memoranda from senior management.

 Performance Goals-What makes the Profit Impact Team so effective is that the process of setting performance goals is inherent in the concept. Because the goal of the team is to reduce costs from each line of the profit and loss statement, success can easily be measured by examining the next profit and loss statement.

 Once team members identify the line-item dollars marked for reduction and put their plan into action, they can use each profit and loss statement as a monthly report card for tracking their progress.

 Using the profit and loss as a report card for the team has several other advantages such as Profit and loss reports are produced on a regular basis, Profit and loss statements are familiar tools for reviewing results, using the profit and loss statement saves time because it eliminates the need to create a new tracking and measurement tools, the profit and loss statement has broad readership at all levels of the organization, the profit and loss statement is a natural tool for measuring the Profit Maps Model because the main approach of the Profit Maps Model is to read between the lines of the profit and loss statement and identify opportunities for cost reduction.

 Profit Impact Team Members Hold Themselves Accountable The Profit Impact Team holds a monthly review which should be timed to follow the distribution of the profit and loss statement.

 During this process, individuals responsible for the particular line items report on the action steps, the results, and any need for corrective action steps or new strategies. Each team member must report on his or results. Then all team members are encouraged to express their views and offer suggestions.  Team consulting is a good approach for generating new ideas or helping a team member who is falling behind on stated goals. After each presentation, have all team members give feedback to the presenter in terms of how rapidly or slowly results are being obtained. It is my experience that teams who work together, over a period of time, become more comfortable with open and honest feedback. Giving peers a chance to offer suggestions and comments is powerful team building and will help raise team performance and coherence to a new level.

 Step 2 – Preparing your Team and Your Business

 In step 2 of the Profit Maps Model each team member must be ‘prepared’ to understand the techniques of innovation management. Here the fundamental steps are to prepare the team members to recognize the enablers of innovations as well as how to deal with the setbacks that occur as the innovation process unfolds.

 A training program should be used to help prepare the team for these enablers of innovation. Preparing the team by innovation training is the key to implementing the ideas the team comes up with in the brainstorming process.

 During the training, the team will learn to recognize and measure the business’s ability to change, to lay the groundwork for future innovations, to measure the ideas success, and to make needed adjustments. This process also teaches the team how to turn to the workforce for answers to tough questions- and tap into input that can make the difference between success and failure.

 Do not skip this training.

 Step 3- How to Use the ‘Questions Brainstorming’ Method in Your Organization

Organizations and management processes often shy away from asking questions because they are perceived as antagonistic, confrontational challenges to authority. However, questions can be an important part of finding creative solutions and should be encouraged at all times and within all levels of an organization.

‘Questions Brainstorming’ is a new approach that stimulates creativity and fuels continual improvement. The traditional practice of brainstorming for answers generates fewer ideas and consequently, fewer solutions. Brainstorming questions, on the other hand, allows teams to be more creative when exploring a topic.

How It Works-The Group keeps asking questions until they have exhausted the topic. Only when all of the questions have been asked is it time to start looking for answers. The questions are prioritized and each is assigned to an individual to seek answers. The process of thinking about questions provides the framework for the answers, and these in turn help construct the action items.”

Questions Brainstorming Vs. Traditional Brainstorming

• Traditional Brainstorming. Suppose employees from various departments form a team to develop action steps to reduce costs and improve profits via traditional brainstorming, the flip chart might have suggestion items such as: increase revenue, improve marketing, reduce labor costs, reduce benefits costs, eliminate unnecessary departments, improve productivity, and reduce utility costs and so on.
• Questions Brainstorming. This flip chart looks very different. It might include questions such as: How is revenue generated? What new revenue generation activities have been tried? Why do we need this cost? What are some alternatives to what we’ve been doing? Can we outsource this activity? How do we know whether our price is competitive?

 Step 4 Taking Action and Documenting Results

 Taking action and documenting the results is the step of the Profit Maps Model that moves you forward toward successful implementation of your ideas.

 Asking questions generates an endless list of ideas for further exploration. Our next step, taking action and documenting, shows how to use those ideas as a framework for building concrete programs for cost-reduction and profit improvement. Taking action and documenting is the performance improvement planning activity and administrative step of the Profit Maps Model. This step is essential because it helps us build and complete action steps, track results, and move towards performance, while at the same time serving as valuable program documentation.

 Taking action and documenting can be broken down into the following components

•  Ranking  the Profit Maps Model questions
• Formulating the action steps
• Assigning responsibility
• Setting a target date
• Measuring progress
• Developing a contingency plan
• Initiating review and follow-up
• Choosing the next Profit Maps Model question

 It is essential to apply all of the components. Because each component builds on the previous one, skipping a step would weaken the entire structure. These components when properly applied can lead to some powerful innovations.

 Ranking the Questions-The Profit Maps Model questions are generated during the questions brainstorming process. These questions are then reviewed, analyzed and researched in order to determine whether opportunities for cost-reduction exist. If so the team ranks and prioritizes the questions.

 Because some members may have insight into particular questions the entire team should participate in choosing the rankings. This simple but important step of listing and ranking questions provides the team with a valuable resource for continuous improvement.

 Once the top-ranking questions have been addressed the team can move down the list to explore the other items. As a team works together it will begin to establish its own approach for ranking questions. The criteria typically used when ranking questions are those greatest probable impact on the profit and loss statement, the most enthusiasm from the team, the lowest capital investment, only a minor change to a procedure or process, and new training program as the only requirement

 Developing a Performance Improvement Plan – Once ranked, the top questions need to be transferred to a performance improvement plan where action steps, measurement of results and contingency planning can take place. Taking the time to document these activities makes improvement planning run more smoothly, keeps the team on course and holds individuals accountable for the success of the performance improvement plan.

 Why Document It -Just as questions brainstorming fuels profit building with endless questions to explore, the taking action and documenting forms, moves the process forward and supports the profit building in a number of ways.

•  It enables you to organize and record the outcome of the brainstorming process.
• It makes it easy to formulate questions into action steps with target dates, contingency plans and responsibilities that move the process forward.
• It supports continuous improvement, for as one question is resolved, next is brought to the team’s attention to be addressed

 It is valuable to note that taking action and documenting, is not merely an administrative step. It is also a creative and active process. It demands the input of ‘out of the box’ thinkers so that the team can come up with the most effective action steps and contingency plans and it challenges driven, committed team members to make the plans a reality.

 It also takes a dedicated facilitator and senior management’s support to keep the plan on track.

 Step5 – Reviewing Progress and Following Up

 Profit Maps Model is a dynamic continuous process. Its concepts when systematically applied result in continuity of profit improvement and cost-reduction. Reviewing and following up is the essential last step that keeps the process going. Its critical role is to create a perpetual improvement process while keeping innovations current with today’s business needs and ensuring longevity.

 Reviewing and following up includes, a comprehensive review of each action step to determine whether the cost savings idea or solution has merit and can be adopted by the organization, a timely follow-up to ensure that the person responsible is in fact taking the necessary steps to complete the assignments generated via the performance improvement plan and a spark of ignition forcing the team to ask the perpetual question, ‘what is the next profit improvement question?’

A Thorough Inspection-Overtime changes occurring in the organization may make the innovation obsolete. The fast changing business environment makes a review essential. The action steps that are created today may be outdated by tomorrow. To be effective innovation and action steps must be carefully reviewed.

 In addition the comprehensive review provides the evaluation necessary to document the potential results of the idea. Please remember that it is the team’s perceived results that set performance goals. The team is holding itself accountable for devising effective cost reduction and action steps one at a time.

 Timely Follow-Up – Once the team has reviewed each action step of the proposed innovation a date should be set for following up on the results. During the follow up meeting the person responsible for taking charge of the action steps reports on the progress that he or she has made. The action steps may include research, design, meeting with other departments or finding a consultant. This formal means of monitoring progress increases the team’s effectiveness by holding individuals accountable to meet the commitments. It ensures that the project will be seen through to completion. It also gives the team the opportunity to provide input on contingency plans or corrective action steps if needed. All teams must develop this process in order to achieve results.

 The profit improvement process can slow to a stop if management is not effective in the follow-up stage. The team could stop meeting, stop preparing itself for adopting innovations or run out of creative questions to evaluate. Follow-up is the process in which the team reinforces and reestablishes previous actions by continuing to review monitor and provide both positive and negative feedback to keep the process going.

 The entire organization should also be made aware of the status of the innovation and action steps being reviewed. This can be achieved through memos, meetings or newsletters. Management may also find it valuable to create a forum for employee feedback such as a survey or suggestion box used explicitly for input on the particular innovation and its action steps. This keeps innovation in the forefront throughout the organization, eventually making it a part of the company culture.

 Ignite the Process- Once reviewing and follow-up is completed the team moves the innovation along for adoption and diffusion. The results can be recorded on the reviewing and follow-up form. This form allows you to record the Profit Maps Model question, a short analysis of the situation and the amount of profit improvement. The review and follow-up form serves as a record of your team’s performance and provides documentation for future teams.

 For accurate tracking be sure to date your notes and attach any necessary backup documentation.

 Asking the Next Profit Maps Model Question – When the process is complete and results have been recorded it is time to ask, ‘what is the next profit building question?’ The simple process of asking this question reignites the profit building process and returns it to the beginning; exploring the next question from the brainstorming list.

 What is the next profit building process question? -should become the theme for department meetings. It should be brought up with consultants, discussed during interviews with outside candidates and mentioned in probationary reviews and performance reviews.

 

Conclusion- How and Where to Get Started

Unlike many passing management fads that have come and gone in the past Profit Maps is here to stay. It is the vital piece that has been missing from organizational design- a continuous process for profit improvement and cost reduction that should be a part of every business.

 You are about to find out just how quickly one person can start to make a difference in an organization. Getting the process started will be an easy sell. The most difficult part will be overcoming the organization’s resistance to this new approach.

 No matter what position you hold in the organization set up a meeting with your boss and tell him or her that you would like to put together a Profit Impact Team made up of five to eight employees from various departments within the organization.

 Mention that the objective of this team is to use the Profit Maps Model to generate a list of creative ideas that when implemented will start to generate cost-reduction and profit improvement.

 Once you have the attention and support of your boss you are ready to begin.

 Here are several suggestions for getting started

 

• Meet with senior management from other departments to determine who would be good candidates for the Profit Impact Team.
• Pick your team and have them read profit building. Have your team members help implement the process.
• Seek help from your training department in training the team and preparing the organization.
• Introduce a company-wide reading program in which each employee reads this book.
• Hold a seminar on profit building and ask for volunteers for the Profit Impact Team.
• Bring in a consultant as an outsider to help take the organization through the Profit Maps Model.
• Seek recommendations from the human resources on key employees who would make good members for the Profit Impact Team.
• Hold a company-wide contest for cost-reduction and profit improvement ideas. The winning suggestions can be the ticket for entry to the Profit Impact Team.
• Have a company-wide drawing of names.

 

Do whatever works for your organization. The point is to get started.

 Remember to prepare the team and the organization to handle the changes to come. That should get you over the initial resistance any new program encounters. Once the profit building process gets started you will discover endless avenues for profit improvement and cost-reduction that you probably never considered before.

 Let the Profit Maps Model serve as your roadmap- the rest is up to you and your organization.

 Resources

Complete and Free Resources to implement the Profit Maps Model are available from www.profitmaps.com.au.

 

  

 

About the Author

Skanda Kumarasingam was senior manager and professional primarily in general management and management accounting roles either with profit centre responsibility or in supporting senior managers with profit responsibilities. He has held management roles in KPMG (Audit and Consulting), Coke (Regional Internal Auditor and Leader- Financial Impact Teams in the Asian Region), PepsiCo, Marks and Spenser (UK) , Gap(Singapore), Next (Singapore) and Ernst and Young (Business Training Centre- Kingdom of Bahrain). Skanda has over 15 years experience in senior management and professional business training roles. Go to www.profitmaps.com.au for more powerful ideas

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