Management Consultants, Project and Interim Management
Working either as a consultant or an interim manager, we can provide practical, independent advice on change management issues including, where appropriate, IT solutions. This includes a strategic review, selection assistance and implementation of information systems, making the best use of the latest available and proven technology, to improve client efficiency and profitability. If your organisation is successful, but experiencing growing pains, we may be able to help you. We will work closely with you, helping you to improve your efficiency and deliver results through effective stakeholder management. Got a project that needs support? – we will be happy to provide part-time project management to get things back on track – just call us for a chat!
We listen carefully to you, and your staff, noting the shortcomings and frustrations which make everyday tasks more difficult than they need be. We identify key areas of inefficiency and where appropriate, draw up a written specification of your requirements for you to approve. Using our knowledge of the marketplace, we will then help you find and implement a cost-effective solution, taking into account such issues as ease of use, culture-fit, training and on-going support. Projects may be large or small, one off or ongoing on a contract basis.
Our track record
We have been helping companies for over 40 years, the consultancy being first formed in 1971. Some of our case histories are shown below, but there are many more, so please contact us for further details about work in your sector or industry.
+44 (0) 7702 318744
+44 (0) 7702 318744
5 Granary Mews, Poynton, Cheshire, SK12 1RF, United Kingdom
Unilever R&D Port Sunlight – Project Management – Liaising with the University of Liverpool to develop the Materials Innovation Factory – a state of the art facility for Computer Aided Chemistry using robotics. This is a £65m project with funding from Unilever, the University of Liverpool and the Higher Education Funding Council for England (HEFCE). Mark’s role was to run the Project Management Office for Unilever, engaging with the Unilever scientists, University staff and the architects.
Central Manchester NHS Foundation Trust - Project Manager - Mark’s role was to manage the move of the laboratory services from the two Children’s hospitals to the new island site at Manchester Royal Infirmary (MRI). In addition, there were coordinated moves for the laboratory services within MRI as the new £34m Clinical Sciences Building III (part of an overall £500m PFI development) came on stream. All this was completed on schedule whilst maintaining a continuous service to the hospitals and surrounding PCT’s.
Legal Expenses Insurance, Credit Car Hire and Medico-Legal - Work with two separate clients in these areas. Specification, selection and implementation of a Case Management system for a Cheadle based company running a fleet of 400 vehicles with three locations and over 50 users, leading to an integrated solution providing significantly improved management reporting; and work with a North East-based company employing 300 staff setting up Management Information Systems (MIS). Reporting to the Operations Manager, the role involved liaising with several software houses and resolving all issues affecting the smooth running of the business. This latter business was subsequently sold to HelpHire for £45m.
Intranet development - Work with a construction company and software developer to design an intranet-based sub-contractor database capable of access by all regional and site offices to ensure on-going quality and delivery performance.
FMCG - A fast moving consumer goods manufacturer supplying food wraps, toiletries and feminine hygiene products to the major supermarkets wanted an IT strategy review to evaluate the information available to its managers. This resulted in the installation of an NT server and PC network which linked to their existing UNIX server and gave them MS Office, e-mail and internet facilities. We provided PC access to their existing ERP system giving output in graphical form and avoided the re-keying of data.
Food Industry - Introduction of a tele-sales system and production planning system for a chicken processor handling 9,000 birds per day, where the main difficulties lie with the variable "catch weights" associated with the meat industry. Linking to weigh scales and the use of bar coding provides an error- free method of controlling stock and ensuring invoicing is correct and meets the necessary trading standards requirements, as well as reducing time spent on credit notes and queries etc.
Rubber Industry - development of a sales order processing, production and material control system for a number of different companies producing compounds, industrial mats, induction and radiator hoses etc. The projects involved design, supply, implementation, training and on-going support. Subsequent projects have involved installation of bar code readers and touch screens to provide technical information and QA checks for shopfloor personnel.
Reproduction Antique Furniture - Introduction of a stock control and order processing system for a wholesaler. This small family run business had over 10,000 stock lines. After introducing basic business controls to assess which lines were profitable, further stages of consultancy included a contact management system and a database cataloguing which gives the ability to fax or email catalogue details of an item to a prospective customer. A further step was to develop a web site containing a catalogue of 600 different product items which is updateable by themselves.
Sportswear Company - with a turnover of £6m, which grew by acquisition to a £13m turnover company within five years, drawing up in conjunction with their staff, a comprehensive computer systems specification covering all aspects of sales and distribution, purchasing and manufacturing. Identifying potential suppliers, narrowing down to a shortlist, assisting with final selection, negotiating contract details and advising on implementation. The provision of a suitable information system enabled the company to prosper.
Centralised Support Desk - handling calls from Local Authorities and Housing Associations and then in turn instructing regional depots about work to be carried out on securing empty or void properties. Initial contact with the depots was by fax, but Phase Two involved instructions being sent either to mobile units using SMS / cellular or radio technology, or to a PC at the depots using ISDN. The system links into a complex invoicing routine, based on rental over a time period, where the rules having been once defined, allow the invoicing now to be done automatically. The company grew from a turnover of £2.5m to £7m and was eventually sold to a larger competitor for £15.4m
National Health Service - Implementation, training, evaluation and co-ordination of further systems development for a theatre scheduling system at Tunbridge Wells Health Authority and Highland Health. Designed to improve patient care from the initial consultation in Out-Patients, through the scheduling of key resources such as bed availability, nursing levels, theatre and clinician availability, to ensure that sufficient resources are available to complete a patient's episode of care. The system enables resources to be better planned and provides data for medical audit purposes.
Channel Tunnel Project - a brief involvement, working both at the French (Sangatte) and English (Shakespeare Cliff) sites to determine the most appropriate method of reporting progress by system and area in terms of points and percentages complete, from the input of job card data to a computer-based planning system.
Born in Sheffield, Yorkshire, Mark Crook was educated at St. Bede's Grammar School in Manchester.
He obtained a B.Sc.(Hons) in Mechanical & Production Engineering, and a Masters Degree in Management Sciences at UMIST, Manchester.
He was awarded the James Clayton Fellowship by the Institution of Mechanical Engineers for research into Cellular Production methods.
After a graduate apprenticeship at A.E.I. in Trafford Park, and having worked in industry as a Production Manager and Systems Analyst, he joined Harriman Green & Associates in 1971 and became Managing Partner in 1975.
As a visiting lecturer at the Manchester Business School he has led sessions on IT strategy for the PACE (Planned Accelerated Company Expansion) course held for executives of growing companies.
He is married, with two grown up children, and lives in Poynton, Cheshire.
His outside interests include Taverners' Cricket (he is Chairman of the Ash Tree Cricket Club based at Prestbury CC), clay pigeon shooting and motor sport.
The Managing Partner, Mark Crook, is a Certified Management Consultant having been registered with the Institute of Business Consultants, the body which leads the profession of management consultancy by qualifying, supporting and regulating individual management consultants, and which provides a forum for all management consultancy stakeholders.
Mark is the current Chairman of the Business Consultancy Network (BCN) a network of experienced, professional and independent consultants who work individually or in teams to solve business problems.
He was also a member of the Northern Association of Management Consultants (NAMC) and a past member of the Institute of Mechanical Engineers and Chartered Engineer (C. Eng.).
Harriman Green & Associates has been listed with the Department of Trade and Industry under most of their manufacturing and IT-related consultancy schemes since l980. Mark is an approved consultant under the Manufacturing Advisory Service (MAS).
Assignments have been undertaken for various TEC's and Business Links, including Rochdale TEC, Merseyside Business Link, Bolton & Bury Business Link, Wigan Business Link and Business Link West Lancashire.