The consultant may need to train some people and the

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specific techniques. The consultant may need to train some people, and the following approaches should be followed. Firstly, on the job training should be given to the field operators by the consultant. Secondly, the consultant should provide training to in-organization trainers. Thirdly, the consultant should also formulate the participation of selected employees in external training courses. Lastly, the training manual should be developed for future references (Kubr, 2002). Lastly, the consultant should develop a plan to familiarize the organizational staff with the change in the system. The process of change typically involves two stages. They are identification with the shift and internalization of the change. The employees concerned in the change process should be included as early as possible. However, it should be checked that individuals should not use their method for performing jobs because the motive is to develop the best practices for universal use (Kubr, 2002). Termination: The final phase of the consulting process involves termination. The primary obligation of a consultant is to suggest when and how he or she would pull back from the client association. The termination involves two critical perspectives of the consulting process. They are the consultant-client relationship and the job for which the consultant. In any consulting process, the most critical part of the termination process comprises the evaluation of the project. The Evaluation estimates whether the results justify the resources used and met its objectives. A valid assessment demands the collaboration of both the client and the consultant realize if the assignment can be qualified as a success story. None the less, the evaluation can be a delicate part of the client-consultant relationship because the client may be
ESSAY ON MANAGEMENT CONSULTING 11 unhappy with the consultant's performance. Even financial reasons could hinder the process as evaluation exercise involves time and money, and the client may choose to save it. A third party may also carry evaluation as a requirement of the financial institution that provided funds for the project. Independent assessment may prevent any conflict between the consultant and the client on the quality and quantity of the results achieved (Kubr, 2002). The purpose of the evaluation is to recognize the benefits associated with the project. The benefits are usually evaluated by contrasting the circumstances before and after the project. There are six types of benefits related to a typical management consulting project. They are new capabilities, behavior, relationships, performance, systems, and opportunities (Kubr, 2002). Consulting in Operation Management for Pulp and Paper Industry The business processes are the basic units for value formulation and can be defined as " a sequence of activities that takes one or more inputs and creates an output that is of value to the customer" (Kubr, 2002). Consultation on process improvement involves the enhancement of particular technical sectors and implementing appropriate industrial engineering innovations.

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