Improving Warehouse Productivity

In the constant struggle to improve efficiency in your warehouse operations, save costs and improve profitability we look for the big hit opportunities.  There are often low lying fruit or options more easily implemented that go a long way to help.  When combined with other efforts the savings can add up quickly.

The first and foremost issue is having a “system”, reproducible and predictable.  The system should be part of your Enterprise Resource Planning (ERP) solution.  The ERP system provides the framework to implement, track and measure your efforts. 

 

Did what you just implement actually save time and effort of your staff and add overhead someplace else?

 

Use your system.  Track and measure to get baseline figures of your current efficiencies or lack of them.  Then do the best you can to change one thing at a time so you can more easily identify its success or effect.  This may be the hardest part, but the most important.  Your organization needs to do this regardless and periodically to determine if you have outgrown your current system.  Analysis can take a bit of effort initially, but maintaining becomes routine and not difficult.  The results provide criteria for new solutions. 

 

You do not need to be actively looking for a new solution to find out if you are doing the best you can with your current resources.

What are some relatively simple things that can be done?

Look at how your warehouse is physically organized.  Is it possible to rearrange some of the products for more efficient order picks?  If you cannot move the product, how about changing the order the products print?  How about voice picking options?  A lot of time can be wasted by having workers walking back and forth.  What would your day be like if you just walked back and forth versus starting at one point and ending up at the other end?

Do you bulk pick then sort and pack or do you pick each order individually.   No right or wrong answer here, just food for thought.  It is okay to do a combination of both pick methods.  What picking process minimizes employee overhead and increases efficiency.

 

Separate the high volume (movement) products to one area so that the 80/20 rule applies.  Pick 80 percent of your orders in 20 percent of your space.

 

Keep bulk, case, or pallet picks in a different area than the individual items.  This is especially true if you are mixing forklift and foot traffic.  Taking advantage of these separated areas also helps with stock rotations and physical inventory counting.  Cases are typically easier to count than individual items.

 

You generally want to cross train your warehouse staff in case of absenteeism.  It also makes sense to keep people who know your products as near as possible to the products they know.  It saves a lot of time when an employee knows right where to go versus having to search isles or bin locations for your products.

 

Work on determining and maintaining optimum stocking levels.  Less inventory is generally better for the budget.  Too little means customers may have to wait and might go else ware.  Perishable items have really limited shelf life and benefit particularly well from safely reduced levels. 

 

There is an optimum inventory level that is different for each organization and each item within that organization.  Many so called experts will tell you industry averages and that you should be here or there.  You know your business better than anyone and equally as important you know your customers.  Do what is right, but balance that with the knowledge that improvements can be made even in well organized and run warehouses.  Those improvements are driving forces behind a great Return on Investment (ROI). 

 

If you handle your own routes and deliveries, find out if your ERP system has a module or integration with a service like UPS’ Roadnet.  Software of this type organize your deliveries in the most efficient route and create reverse load sheets for your vehicles.  Save time, save fuel, save energy, save, save, save.

 

One of the most critical assets of an organization is employees.  They know what is going on and if you empower them, they will return many times the investment.  Give them the tools and resources available in your budget and they will produce.   You may not be able to do everything, but small incremental acknowledgements can go a long way. 

Ask yourself if you would want to work for yourself.  There is a show on television where the company boss works anonymously in his own organization.  What lessons can be learned?  What bigger lesson is learned if your people do not know who you are?  Are the executives separated in some ivory tower?  The whole organization needs to know, understand, and work together.  There should be a time every year where every (yes every) manager and executive has to work in the warehouse, the kitchen, or sweeping the floors and emptying the trash.  Everyone is valuable and needed.  Take some leadership initiative and make sure you are working as a team.

There are a lot of places where small incremental changes can combine to generate big savings.  There is not enough space here to list everything, nor would everything be appropriate for every organization.  This is where Dolvin Consulting can be your Trusted Advisor.  We help companies identify and streamline their operations so they reduce their costs and become more profitable.  Contact us today.

The goal was to streamline operations

“With S2K, greater financial transparency has led to better operational and financial decisions.  In fact, since implementation, our company sales and profit margin have increased respectively by an average of 20% and 23% per year between 2003 and 2009, providing Brydens with a true return on investment that can be overwhelmingly attributed to VAI’s S2K product line.  In today’s tough economy, businesses must find a way to not only survive but also thrive. S2K has given Brydens the power to stay on top of the market.”
 

Read the full story by clicking here.

The goal was to streamline operations, not only in the warehouse, but also across the entire organization, which meant removing many of the time-consuming manual tasks that were slowing efficiency levels.

Finding the Right Partner

 

VAI, a highly skilled and knowledgeable software provider, possessed the exact combination of tools to help Brydens transform its business, and three warehouse facilities, into a fully integrated, top-of-the-line distribution company.

 

Biggest warehouse issues:  Receiving, Picking and Shipping.

 

VAI also paid close attention to Brydens’ need to work within different units of measure—a high priority demand for the company in being able to deliver orders quickly and accurately.

 

VAI had a thorough understanding of how the organization needed to run its daily operations and worked with the staff until every need was met.

Each step of the process was monitored.

Results:

·         The business is now using the most up-to-date and efficient software available.
·         All business and warehouse operations are integrated—saving valuable time and money.
·         The distributor’s entire warehouse environment has been overhauled.
·         Receiving, picking and shipping processes are now simplified and easier to maintain.

Roy Ramkissoon commented, “All employees, across all departments at Brydens have benefited from the integration and information retrieval capabilities of VAI’s S2K software packages.  The removal of manual, time-consuming tasks has dynamically increased efficiency in services.  Inquiries alone have allowed users to better manage the business.  We are thankful that VAI was diligent in helping us solve our most difficult problems.  Brydens is looking forward to working and growing with VAI in the future.”

When I comment on a success story like the ones that VAI has proudly presented, I usually feel the need to point out a few facets that may not be so obvious.  “The goal was to streamline operations”.  This is a great title, as this is a common theme for any business organization.  Many will read this and the corresponding full article, because they hope to pull one small piece of information that will seed their next round of improvements.

 

The upside is that they received so much more.  It should be obvious, but sometimes we do not see what is right in front of our own eyes.  Yes, something equally as valuable and what is really responsible for their continued growth.  Brydens now has a partner.  A long time partner.  10 years and counting and they even purchased additional modules when they were ready.  Companies do not do this unless they have a productive relationship.  It is like a having a big brother when you go to school.  How nice is it knowing someone has your back?

 

At Dolvin Consulting, we have your back.  Contact us to see how we can utilize our relationship to help you find your right technology partner.  That is what we do and why you need to reach out to us now.

Supplier Lead Time and Inventory Stock Levels

There have been numerous opinions written about Supplier Lead Times, Just-In-Time inventory, Safety Stock, Inventory Levels, Consignment Inventory, Forecasts and of course systems to manage the whole inventory cycle.

What is important?  What are the challenges?  What is important to you and your business?

·       Inventory on hand to meet manufacturing and/or customer demand.  Your customers want you to have everything they want when they want it.  Your sales people want that too, but for a different reason.  Finance departments want the inventory on hand only if it used or shipped in a “reasonable” time period. 

·       Good relationships with your suppliers.  You want them to have what you need when you need it.  If there were no lead times, then you would not need much stock on hand, money tied up in inventory or shelf/floor space needed to keep the inventory.   

·       Multiple or redundant supplier relationships.  Your technology department has redundant systems to keep operations running in case of failure.  Avoid a single point of failure.  When possible you need that for your supply chain too.  There are earthquakes, floods, explosions that factor in a global economy.  Do not fool with Mother Nature.

·       How much safety stock is actually needed?  Forecasted and historical customer demand and the above mentioned supply chain issues factor in this number.  These numbers can be calculated manually for a few items, but what about thousands of items?  Are you purchasing standard stock items or special order items? 

·       Do you keep inventory or do you negotiate a consignment inventory handling?  Do you have the physical space for someone else’s inventory?  Real estate and the taxes, insurance and other factors associated with property leased or purchased can factor heavily on product profitability.  Even if you already have the space, is this the best solution?  Is your business important enough for your suppliers to offer this service?  There is paperwork and inventory counting and billing issues with consignment solutions.  It is not worry free.  In the right case it does ensure you have needed inventory available when you need it.

·       What about lead times?  Are these short term problems or are the issues symptomatic of deeper supplier problems?  Do you temporarily or permanently increase stock levels and absorb the associated overhead or do you work to resolve the issues?  Is your supplier being truthful with you?  How do you actually work these issues out?  Are the problems actually in your organization?

·       How frequent are the problems?  How often do the problems actually affect production or shipment?  In a perfect world safety stock levels will take into account the fluctuations of the supply chain.  Do you have the ability to create your own penalties for late shipments?  

·       Increased inventory levels, given enough resources, is a relatively simple solution, but comes at increased cost.  What are the actual costs with inventory shortages?  How often do they occur?  Extra inventory carrying costs last all year(s) long. 

·       Are you providing an accurate forecast to your suppliers?  Is your supplier just a vendor or a strategic partner?  There is a business axiom that says “What gets measured, gets managed”.  Are you tracking and measuring your purchasing, receiving, production and shipments?

 

How well does your technology system address these and the other hundred or so challenges?  What exactly is your challenge?  Every company struggles at different points at different times?  How can you learn from their mistakes and successes? 

How well does your trusted advisor address your needs?

 
Dolvin Consulting works with Manufacturers, Distributors and Specialty Retailers who struggle with warehouse and inventory control issues.  In simplest terms if you have “Boxes on Shelves”, then we can help.  Contactus today.  We have a vested interest in your success.

ERP as a Value Proposition versus Features and Benefits

Most businesses sell something and want to grow. 


To achieve those goals businesses are becoming increasingly reliant upon technology to do more business and to be competitive.  It is these goals that often drive the technology decisions.

When an organization looks at their current operations and realizes they need to implement, upgrade or look for a new solution they do not typically get what they need.  What most companies need is a supportive consultative approach where there challenges are identified and a suitable solution match found. 

 

What happens too often in their search is the onslaught of slide shows or glitzy demonstrations that do a great job of showing features and benefits.  Unfortunately, during this feeding frenzy many sales people only hope that somehow their bait will appeal to you without taking the time to ask questions to understand your challenges.

 

A brief executive overview is often appropriate, but only after an initial interview.  It lets the organization judge the solution for fit to their environment.  Again, this should only be done after the interview.  What most sales people are afraid of is that if they do not show you everything and get a commitment right away, you will be swayed by the next salesperson and then forget all about them.  So, in essence, they throw the pasta against the refrigerator and hope some of it sticks.

 

Once both parties agree that the solution is a viable candidate, then an internal team should be put together to determine departmental needs and key requirements.  Departmental interviews can then be set up so that the Enterprise Resource Planning (ERP) solution provider can prepare a proper demonstration that details how their solution will address these challenges.  It also paves the way to understanding what, if any modifications may be necessary. 

 

Just a quick note here.  If there are too many modifications needed, either your organization has really unique requirements or you may not be looking at the right solution.

 

What this process details is that there has to be a real value to the solution.  Every amount invested should translate ultimately in a reasonable Return on Investment (ROI).  What value is there in a solution that looks pretty, but takes too many “clicks” to enter an order?  Or does not address your inventory or forecasting or any of the many other issues you wanted the solution for in the first place.

 

What we see is that, while technology is the medium to deliver value, that the driver should be more sales, more efficient operations (cost savings), marketing and new products and services.  Technology is just the bus that gets you from point-A to point-B. 

 

Sound technology solutions will factor in your Total Cost of Ownership (TCO) and should be a big factor.  Who wants a solution that requires new overhead of operations staff and support contracts?  While many solutions may require implementing new technologies, it should not create unreasonable overhead.

The whole discovery process is an opportunity for an organization to do a proper discovery and document their processes.  This discovery lays the foundation for automation, one of the key and desirable benefits of an ERP solution.  The automation process can improve operations else ware in the organization expediting the return on investment.  This thought should always be present. 

The more operations are automated, the bigger the return. 

The how-to goes beyond the scope of this particular article and is why we should be talking. 

 

I am looking for new people to meet and help.   I believe that meeting me in person will be a productive use of our time.  Contact me today.  Dolvin Consulting works with people and organizations (in that order) to help them make wise investments in technology that deliver business value.

Do Companies Ever Outgrow ERP Systems?

Excellent customer service, delivery of products quickly and correctly, integration of multiple warehouses in multiple states, and Integration into one seamless system are the driving factors for many organizations.  When there is a need to be competitive and the current system does not address these fundamental requirements, then it may be time to invest in your company’s future.

Johnson Plastics: Read the case study by clicking here.

 
Businesses that are growing often grow out of their Enterprise Resource Planning (ERP) systems.  Ideally they would have a system updated and maintained by a supplier that listened to their customer’s needs and reinvested in the future by upgrading their software.  This reinvestment is fundamental to success.  There is a constant flux in Technology and solutions continually need to evolve to address the changing landscape.
 

Distributors need to be able to locate their products in the warehouse and ship them in a timely manner.  At a minimum any ERP solution needs to be able to address this fundamental need.  This leads to greater customer satisfaction.  Satisfied customers are the cornerstone to growth.

 

Ron Caucutt, Business Analyst, Johnson Plastics, stated, “We’ve doubled our sales since implementing VAI’s S2K.  Not only have we added another location, but we are also shipping 40 to 50 percent more orders with the same amount of people, while continuing to increase our customer service levels. The VAI team has access to numerous resources and their response time is exceptional.  I was very impressed with how well VAI handled our implementation.”

 

Doubling sales without doubling overhead is a significant achievement.  Add to that increased shipments without more personnel and it is clear that the system being used previously was causing a drain on operations.  How long had this situation been present?  How many other organizations struggle today with similar issues thinking they are already doing the best they can?

 

Rich VanHelden, Project Manager, VAI, said, “Johnson Plastics needed a major expansion of timely information to run its entire operation, and VAI helped them get there.  With S2K, Johnson is better able to serve its customers, which has always been the company’s top priority.  In addition, the advanced reporting options available with S2K have equipped Johnson with the knowledge to address any business concerns that crop up—now or in the future.”

 

I am pleased any time I read about increased customer satisfaction.  Just consider the benefits to any organization when customers are happy or a least happier.  Happy customers help to promote your business by word of mouth, referral business.  What is also a certainty is what happens if your customer is unhappy.  They tell everyone and I mean everyone they run into.  In the elevator, the parking lot, the supermarket, anyone, anywhere.

 

VAI and Johnson Plastics are an example of a good fit between challenge and solution.  Both were okay before working together and now they are a great combination.  Dolvin Consulting works with your business with a goal of equal or better satisfaction.  Contact us today to see how we can help you streamline your operations, reduce costs, and increase profits and customer satisfaction.

What software should I be using for inventory management?

Mr. J asked this question on one of my favorite LinkedIn (LI) Groups.  Boy is he lucky he reached out to his peers.  After all LI is the perfect medium to add to anyone’s confusion.

I am leaving out some of Mr. J’s details here to protect the innocent.  The details here are not the point, as we talk about process in our articles, not solutions.  Solutions come after we both understand the challenges, the effect of the challenges on business operations and profits, and how potential solutions can be used to streamline operations and reduce costs.  

How do we fix the problem, if we do not know what it is?

 

It appears that their current inventory system handles basic counts and locations, but does not do very well to help this organization manage their supply chain, suggested purchasing or even simple reorder levels, receiving, invoicing and purchasing.  Three way matching is definitely out of the question.

Mr. J is looking for suggestions.  Where to begin, recommendations and who do we trust. 

Here is an algebraic question for everyone reading this.  By the way, did you really believe what you told your high school teacher when you said that you would never have a need for algebra when you grew up?

If A Likes B and B Likes C, does that mean A Likes C? 

If the word “Likes” was replaced with “Equal”, then the formula makes sense, but the word is “Like”.  If I like ABC Company’s solution and I like you, does that mean you like ABC? 

People do business with people they know and like.  I am just not sure that LinkedIn is the right medium to find your next ERP solution.  Maybe to find a Consultant or Trusted Advisor that will help you look at your operations from an outside perspective.  There is too much information that needs to be collected to get any real advantage out of a social media forum.  Each challenge needs a corresponding solution.  What is right for one may or may not be right for someone else.   So, perhaps Mr. J is not so far off base.  Free consulting is after all free, but remember you get what you pay for.

 

The answer to the question of LinkedIn being a good resource for this type of inquiry is, “it depends”.

The first respondent points out that there is not much information to go by, but he thinks that (insert big company name here) has a good solution.  It does cover all of the requirements listing in the brief description.  In fact all Enterprise Resource Planning (ERP) solutions fill that requirement.

I wonder where our next respondent works and what their operations look like?  He suggests that Excel and Access (Microsoft Office Products) are great for developing your own programs.  If our requester could write his own programs (system), then he would not have posted his query.  Using spread sheet programs are great for slicing and dicing raw data to analyze trends.  They are great tools as long as you do not create silos of information and can tie back to the original information. 

Spread sheets are not substitutions for an ERP solution. 

Oh, and he mentions that there is this other solution that has programs written for simple to complex technologies.  Not sure from the description if it is a series of programs or an Enterprise Solution.  He has used the office tools and this other software and points out those major ERP solutions have a bad side effect of being too easy to use and therefore easy to make errors. 

Really?  Easy to use leads to easy errors?  Maybe easier than spread sheets, but error prone?  Which in anyone’s opinion has a greater chance for errors, spread sheets or an ERP solution?  We are here to help and if you are stuck on this point, then do not read any further and contact us right now.

Mr. J is thankful for the advice and says he contacted the ERP solution provider.  He spoke to a Salesrep that was able to answer most of his questions.  He is waiting for pricing and possibly a demo.  Must be a good sales person.  He can answer all the questions over the phone.  I wonder what questions he asked Mr. J?

 

Mr. J apologizes for the brief information posted, probably because he did not get any good answers. 

 

When people read his request are they tempted to answer and prove how much they know or are they aware that it is going to take too much time to get to core problems and do not want to do free consulting or end up wasting their time educating someone who will not listen anyway.  In either case a knowledgeable person knows it is not possible to address all the issues properly in this forum.

 

We do get a glimpse of competency in the acknowledgement that Mr. J has IT (Information Technology) support and he does not want to recreate the wheel when a solution may already exists.  At what level is this IT department functioning with his company?  An ERP solution is a business decision, not IT.  However, IT does have the expertise to take your requirements and narrow down the field for management review. 

 

Mr. J wants something easy to use.  Apparently the users avoid their current system.  No idea why they would not use a system that should increase operational efficiency.  Is it really too complicated, was it poor training, or lack of support?

The system they have been using for the last six years is a complete disaster, is not intuitive and creates a lot of frustration.  Well, I would be looking to, if that were my company.  Maybe the IT staff recommended and installed it, so that is why he is not talking with them.  At any rate his call goes out to anyone who can help him with that system.  Why would anyone want that job?  What type of environment would you be walking into? 

 

Good, bad or indifferent, he needs a new system.  With the loss of confidence and current state of “disaster”, no amount of training or support will restore this company’s faith in this product.

 

A friendly person indicates her experience with some of the systems mentioned, but “of course that was 6 years ago”.  Technology and the solutions built on it evolve quickly.  Her input is well received, but is really not much help.  What are these companies doing today?  How well do they match Mr. J’s company challenges? 

 

Other than a need for an integrated and comprehensive inventory management system, we do not know much.  Do we really know what is wrong?  We know what they want.  What about the Finance department or any other department’s challenges or frustrations?  Solution 1 may address the inventory issues, but what about the rest of the company?

 

Our last respondent lets us know he has been around and is competent, because he has used lots of different ERP solutions.  A long career or a lot of short stints at a lot of different companies?  Maybe he is a consultant. 

 

He is not a fan of in-house solutions, because he has invested a lot of time fixing them.  I think I like this guy. 

 

He likes the suggested ERP solution versus a home grown solution.  Okay, but do we really know enough to say this is best?  It certainly is better than spread sheets, but right for this company? 

 

He makes a good point that any system needs to accommodate growth. 

 

Do we have budget?  He even states that the budget may have already been calculated.  Budget is very important.  Great solutions exist, but if you cannot afford them, then they will not work. 

 

A Return On Investment (ROI) should be calculated.  If you felt very confident that what you invested would be returned in under a year, then why would you not implement the changes?  Please, no comments about the financial markets and availability of credit at this point in time.

 

By the way, who is responsible for making this kind of decision?  What process did they go through the last time, what was it, six years ago?  Oh yeah, that is when they installed the system that is a disaster now.

 

Maybe they do not know what they do not know.

What I am suggesting is that the LinkedIn inquiry and the responses received should be enough for Mr. J to start a new search and select a trusted advisor who can help him navigate the rough seas of ERP software selection. 

Define the business requirements at all levels in the organization.  Find out who is affected by the solution or lack of one.  Start looking for areas including inventory for improvement which will become drivers of a good ROI.  Make sure you in fact have a good relationship with the ERP provider.  Ensure the proposed system matches your challenges.

 

The questions keep on coming.  Who is asking the questions?  Who knows what to ask?

 

We will not promise you everything.  We will work with your team and do our best to identify your challenges and match them with available solutions.  Your responsibility is to contact Dolvin Consulting now and get the ball rolling.  Both of our futures depend on it.

Excess Inventory, Prevention and Reduction

“If I do not have the inventory, then I cannot meet my customer’s demands and they will go to some other place”.

What inventory rationale is used by your organization?  Is there a system or does someone glance at a shelf and magically know that a part needs reordering?  Even if the magic person is rarely wrong, what happens if they get hit by a bus one day on the way to work or takes a maternity leave or extended sick time or disability?  Are the purchasing decisions driven by the sales department, operations, or finance team?

Is your inventory process repeatable?  Can the process be duplicated?  Will any of that special discounted order from your long-time supplier end up sitting on the shelf for a long time or will it be resold quickly? 

 

Reduction of excess inventory is a tedious, but necessary task.  Excess and Obsolete analysis should be done each year around the time of a physical inventory.  Find out what has not moved and find ways to get rid of it.  The overhead and tax implications of holding on to dead inventory can make this a costly decision, if ignored.  That space could be better utilized for faster moving items.  How much space could be saved if you only carried what you actually sold?

 

Prevention deserves equal, if not more time than reduction.  Do the prevention part right, of not ordering inventory that never gets sold, and the reduction effort goes away over time.  That does not help you today, but you should be keeping your eyes open in this effort.

 

Your inventory system does not have to be Just-In-Time (JIT).  Organizations pay a premium for this convenience.  In the case of a Tsunami that happened in Japan recently, those that were dependent on JIT inventory probably took a big hit. 

 

But, but, but it does make sense to order only what you need based on historical demand and reasonable forecast efforts.  Take into account typical supplier lead times, some safety stock level and you can estimate relatively close an amount to order.  Round up or down a little to match any discount levels to keep you competitive.  Of course this can be difficult in some industries like retail where buyers need to forecast demand for new products months before any demand shows up.

 

One key step is to identify if any inventory is actually a target for reduction.  Most Enterprise Resource Planning (ERP) systems have sales history and analysis functions.  Make sure historical collection is enabled.  In many industries, history is a predictor of future demand.  If there are a large number of items to be reviewed try looking at them as a group first.  Some systems use a division and/or class to group like items.  Sales history also can give you customer demographic and region or territory view of demand. 

 

I am not trying to give a detailed or complete review of how inventory should be managed.  There is just too much information to cover in one short article. 

 

Each organization needs to find what works for their needs.

 

Each business will have its own metrics to apply.  The point is to make sure the right people are looking at the inventory.  Sales departments want to have everything, every time.  It speeds up their commission payments.  Customers also like it.  And, if your customers are buying what is purchased or manufactured, then you do not have a problem.  If your customers are not buying the product and it sits on the shelf for too long, you are not going to make any money on it.  Better to identify and cut the dead stock.

 

There are hundreds of methods to forecast and order/reorder.  Each has their benefits and deficits.  Some methods are better for some industries and some are better in others.  What is important is having a system that tracks your inventory and increases its accuracy.  The more accurate your inventory, the better and more profitable your organization will function.    Newer systems provide multiple ways to automate a lot of the data collection and record information.  New systems do not necessarily mean more manpower.  It might just include reallocation of existing resources.

 

Your business has been running for so many years and you know what you need. 

 

No one is going to be able to come in and cut your inventory level in half or any other double digit amount.  If they promise that or begin to “tell” you how to run your business, find a way to get rid of them (quickly). 

 

A more accurate inventory allows management to indentify dead stock inventory.  There are many ways to dispose of this excess.  A more accurate inventory allows better purchasing decisions, which help to reduce dead stock, increase inventory turns, and bolster profits.

 

What you can expect by using a modern ERP system is slight reductions and increased accuracy of inventory in manufacturing, material handling, inventory control, forecasting and purchasing, to name a few places.  Add up the different departmental savings for a one or two percent reduction of inventory levels.  That coupled with increased accuracy and you lay the foundation of a good Return on Investment (ROI).

 

Dolvin Consulting uses it expertise and industry contacts to work with your team to identify areas that can be improved through the use of automated systems.  You probably already have a feeling that things are not right or could be better.  Maybe you would like an independent source to confirm you are already doing the best you can with the budget and resources available. 

 

We do not know who you are, so you must take the first step and contact us.  We do not bite.  We consult.  We have a mutually vested interest in your success.  Both of our livelihoods depend on it.  Pick up the phone, email us, or fill out our contact information and see how we can help.  Do it now!