How We Work

As illustrated in our model of intervention, The Achiever Group will help you to analyze your situation as it is, develop an ideal scene, and locate key differences between the two to develop plans to correct all of the outpoints that stand in the way of achieving your ideal scene.

Armed with this information a manager can logically and quickly find the areas of his or her organization that can be improved, prioritize these areas, and develop processes to improve these areas.

The specialists' of the ACHIEVER GROUP, INC. spend time on-site working with selected officers and managers to improve their employee's ability to achieve the objectives that will mean success to your organization. Both the objectives and tools the ACHIEVER GROUP, INC. uses vary considerably with each client, depending on the needs and desires of the client.

We as a group practice process consulting, rather than presenting you with a pre-packaged, one-size-fits-all solution.

Specific Programs To Create Your Ideal Scene

In any business venture the bottom line or net profit measures results. In today's world both internal and external pressures are eroding the bottom line. We have developed processes and programs to reverse this erosion and help you to achieve success. Some of these programs are:

1. Profit Improvement Program (PIP) - In this program, we trend the organization's Financial Statement year-by-year to understand the long-term condition of the organization. This allows business owners and managers to:
   
   1.1. Focus on areas that are not producing to the level desired.
   1.2. Design programs and steps to improve these areas.
   1.3. Follow the improvement of those areas using monthly trends and graphs.
   
   
2. Creative Future Pacing (CFP) - This process focuses Owners and managers on the future and actively take steps to build that future. Increased competition, tighter budgets, more complex problems and a diversifying work force mark today's workplace.
   
   Instead of resisting or merely coping with change, managers must manage it effectively, avoid the pitfalls and capitalize on its emerging opportunities.
   
   All too often in today's world managers are working with either a partial concept of the desired result or an outdated concept of the desired result. These circumstances result in either no plan or flawed plans at best, and no concept of evidence criteria.
   
   Through the process of Creative Future Pacing we help clients create dynamic plans that can be used as guide posts on the trip into the future. The existence of these guideposts and their communication to all members of the organization provide a stable base for the organization. This stability will lessen the stress in the organization and allow a logical response to all exceptions and issues encountered in day-to-day operations.
   
   "The best way to predict the future is to build it."
   Albert Einstein
   
   
3. Data and Situation Analysis (DSA) - Used to analyze negative issues that come up in day-to-day business.
   
   3.1. This allows business owners and managers to respond in ways that increase the market share and profitability of the business.
   
   
4. Departmental Analysis - In depth analysis of any department that is not producing up to expectations. This allows business owners and managers to assess:
   
   4.1. Productivity.
   4.2. Profitability potential.
   4.3. Areas of opportunity. In this process a department is analyzed and specific recommendations are furnished to the manager. The analysis data is then used as the base line to measure improvement. This analysis can be used in conjunction with any other services to assist a manager develop an improvement strategy for his or her organization.
   
   
5. Inventory Analysis and Control - In good times Inventory costs can hurt you. In turbulent times, they can break you.
   
   5.1. Utilize a computer driven program that develops an inventory profile that allows owners to reduce inventory costs and in most cases makes the floor plan account a credit.
   5.2. Assist the owner and managers determine the proper mix inventory for his specific operation.
   
   
6. Training in all management areas.
   
   6.1. The performance and productivity of its people can only judge the health of any organization. The employees of any organization perform and produce by applying their knowledge and skill towards the achievement of these objectives.
   6.2. Selection, training, management, and organizational environment are the factors that control the performance and productivity of the employees.
   6.3. It then follows that any improvement in selection, training, management, and environment will produce an equivalent improvement in the performance and productivity of the people.