Scope
DHI provides Consultancy and Training in 4 main areas - Strategy, Risk Management, Performance Improvement and Change / Project Management.
Much of our current work is in Strategy Development and Deployment based on Hoshin Kanri and 'J'TQM, the participation of the workforce through Quality Circles or Kaizen activities, Integrated Management Systems, Six Sigma, Lean Manufacturing, other forms of Performance Improvement and Standards and Compliance. With our IRCA Approved ISO 9001:2000 Lead Auditor Course with its 8 management principles being at the hub of our Management Systems services, we also offer all of the relevant People skills training to make them effective. As can be seen from the range of the Public courses that we offer, our scope is much wider than even that.
Client size
If you scroll through our partial list of clients you will note that at one extreme we have dealt with both National Governments and global giants and at the other extreme, some of the smallest SMEs. For us we do not differentiate and no assignment is too large or too small.
International Partnerships
We work with a number of trusted partners worldwide as well as offices in each territory as can be seen form our International Partners page in this section.
Our commitment to youUnlike the majority of management consulting companies that seek dependency, we are exactly the opposite. We judge ourselves on the ability to make our clients self dependent as quickly and efficiently as possible. This means that our key asset from the client's point of view is the ability to transfer skill and competence. In most cases and particularly, when the client follows our advice diligently, our work quickly becomes self funding by the results achieved.
Our slogan is sustainable business performance improvement and we are proud of our record.
In contrast, the Guardian Newspaper stated on 22 October 2005 -
"Across Europe, consulting's biggest clients are governments and non-profit organisations, which last year spent $8.1bn (£5.5bn). Public sector spending on consultancies in Britain increased from £605m in 2002 to more than £1.9bn in 2004, according to the Management Consultancy Association (MCA). But critics suggest the figures are far higher, with much of the money going on large IT systems. Craig says that up to 60% of this consultancy work was wasted because it was never implemented or was not needed in the first place."
Not Industry specific
We are not tied to any specific industry and have experts that advise in most industry sectors. We would always conduct an evaluation of the need before engaging in any contract and would state clearly what we believed to be the expected benefits. |