SYNOPSIS OF THE PROPRIETARY FOUR LEVEL PROCESS
CLIENT FIRMS MAY BEGIN ON THE HIGHEST LEVEL APPROPRIATE TO INTERNAL DEVELOPMENT
LEVEL ONE…FULL REGULATORY COMPLIANCE
The Rushmore Wall group understands in great detail both the sum total of all applicable regulations and the regulators' intent in the formulation of these regulations. The RWG process in LEVEL ONE initiates with a gap analysis between the Client firm’s existing regulatory compliance and the full compliance level. A customized report including recommendations for an implementation plan is created and presented to Client for discussion. Once approved by the Client, RWG works together with the Client to put into place the appropriate additions and corrections to attain full regulatory compliance.
Albert Pod speaking with Ma Zheng, Chief Counsel of the Civil Aviation Administration of China. Mr. Pod and a small team from the U.S. worked with Mr. Ma and the leadership of the CAAC in Beijing over a period of 18 months to author and deliver to the CAAC a Chinese culturalized version of the entire existing US Part 91 of the Federal Aviation Regulations. Prior to this work’s implementation, no Part 91 existed within China.
LEVEL TWO…COMPLIANCE WITH CONTEMPORARY AUDIT STANDARDS
RWG understands that to successfully compete in the market it is increasingly important to perform operations in accordance with Wyvern, Air Charter Safety Foundation and/or ARGUS Platinum Standards. The Rushmore Wall Group has experience measuring and monitoring over 200 Part 135 firms’ initial and ongoing compliance with these contemporary standards.
Following a gap analysis, RWG designs an implementation plan to allow the Clients’ Operations, Maintenance and Safety Management Systems to come into compliance with the applicable Standard. RWG then works with the Client to ascertain this occurs.
LEVEL THREE… THE OPTIMIZATION AND PLACING INTO CONTINUOUS IMPROVEMENT FIRM WIDE PROCESSES AND STRATEGIES. In the alternative, Client firms may choose to optimize only those processes, identified by RWG via a gap analysis, which are causing the greatest impediments to
growth and profitability.
In RWG’s experience, most all Part 135 aircraft management and charter firms reach a certain growth plateau, beyond which the number of managed aircraft and/or charter revenue and profitability becomes very difficult or impossible to increase with the existing processes and systems.
It is also the RWG’s learned experience that the methodology to grow requires a metamorphosis into a considerably better, up to world class standard [translating to significant increased profitability] in four important areas:
- Optimizing the processes in all areas: Operations, Maintenance, SMS, Accounting/Finance/Client Billing, Charter Sales, Aircraft Management Sales, Marketing, Human Resources, Information Technology. In the alternative, the
optimization of only those processes, identified via gap analysis, which are
causing the greatest impediment to growth and profitability.
- Optimizing the processes between the aforementioned areas.
- Designing a "balanced scorecard" of critical business metrics to assure:
a. world class levels of customer satisfaction and loyalty.
b. business and process performance metrics aimed at delivering profitable and sustainable growth.
c. associate metrics aimed at continued learning and growth
- Through training and active coaching, changing the corporate culture to embrace and act in accordance with the above changes.
AN ACTUAL [ABBREVIATED] CASE STUDY OF A CLIENT FIRM’S SINGLE DEPARTMENT best illustrates the significance and importance of LEVEL THREE:
The CEO of a perspective Client contacted the RWG Chairman for council and help. The perspective Client CEO was continually having to field numerous and often times “vehement” complaints from the firm’s charter customers, including VIP customers and heads of state and was at a loss as to how to improve the Client satisfaction levels. RWG agreed to analyze the issues and to, with the Client firm’s CEO tacit support, make the internal alterations necessary to correct this situation.
RWG initiated by anonymously soliciting documentation from the firm’s 6 inside charter sales people and 6 outside charter sales people their understanding of the trip process from initial customer request for a trip to trip’s completion. Upon analysis of the 12 responses, it was apparent that 12 separate and distinct concepts existed of how the process was to function.
The internal disconnects regarding the existing process became the start point for, with RWG guidance, achieving a single, optimized process [arrived at with considerable colorful discussion!]
With an approved optimized process in place, customer driven metrics were established and put into place. The metric data then became the basis for measuring process effectiveness and customer satisfaction. A significant lesson learned by the Client firm was that other departments were impacting Client dissatisfaction [Operations, Maintenance, Client Billing, etc. ] and process anomalies therein were adversely impacting customer satisfaction. These process anomalies were optimized, customer driven metrics established with the CEO and department heads making decisions according to what metric data was saying. A state of continuous improvement was reached.
The significant takeaway from this abbreviated RWG case study demonstrated that internal process optimization and metric based decision making led to markedly increased customer satisfaction and importantly, an important increase in company profitability.
LEVEL FOUR…THE ACCELERATOR: RWG CEO TO CLIENT FIRM CEO COACHING AND MENTORING
Admittedly, the entire process at play in LEVEL THREE can be challenging the first time a CEO or leadership team experiences it. THE RWG CEO has guided his own and other firms through this process. His knowledge, coaching, mentoring and accumulated wisdom can accelerate the Client firm’s attainment of success.