About us
3 Tier Structure for Growth
Under the leadership and direction of Peter R Bushell known as, “PRB Consultants”, numerous, National and International clients have received the benefit and where necessary a transformation to their process, each having achieved improved standards of excellence that both they and their customer’s have approved of over 35 years.
By evaluating their risk using a proven three tier integrated approach and reducing wastes throughout a process, automatically increases their output and profitability.
A lifetime, engaging organisations Internationally or Nationally has led Peter to believe that if growth is the goal, a three-tier structure is required:
* Risk,
* Change and
* Re-Engineering need to occur for a result driven process.
Projects are undertaken by outward-looking companies that are looking for significant change in their performance and wanting radical changes in chosen parameters. Generally, these companies are trendsetters and out of the box thinkers with ambition for their respective manufacturing and/or service industry.
Risk Management
Peter’s abilities are orchestrated within risk management and his goal is to reduce various risk related issues within a pre-selected process to an acceptable standard. It may refer to numerous types of threats caused by environment, technology, humans, organisations and politics.
Risk management is about making decisions that contribute to the achievement of an organisation’s objective by applying it both at the individual activity level and in functional areas. It assists with decisions such as the reconciliation of evidence and other factors:
* costs with benefits and expectations by investing limited public resources;
* governance and control structures required to support due diligence, responsible risk-taking, innovation and accountability.
Change Management
An International player in Change Management, Peter has demonstrated to many an organisation on many occasions his, “uncanny knack” when identifying an issue within a process, raising an immediate concern and warrants further in-depth investigation at, “the face”.
In an International market it is a requirement for companies through standards alone to manage (it should be mandatory) engineering change to any process:
* chemicals,
* engineering,
* construction,
* technology,
* equipment,
* procedure and more…
* change to a facility that affect a covered process.
The definition for, “covered process” is limited to hazardous chemicals but, it is generally accepted to be good practice for any company to implement an engineering change management system. These requirements as depicted in the Process Safety Management document describe the change process as follow:
1. Establish a technical need for the proposed change;
2. Evaluate the safety and health impacts;
3. Address the change in operational procedures;
4. Establish a timeline for the change, and lastly
5. Develop the authorisation requirements for the change.
Re-engineering
Peter is of the opinion that in today’s ever-changing world, the only thing that doesn’t change is ?change itself. In today’s world organisations are driven by the three criteria:
* Customer,
* Competition and
* Change
Organisations are looking out for new solutions for their problems. Re-engineering is the fundamental rethinking and radical redesign of a process within an organisation for remarkable improvements in critical, contemporary measures of performance that will enhance a client’s ROI (Return on Investment) such as:
* Yield,
* Cost,
* Quality,
* Service
* Speed and more…
Our Mission
Delivering a service, Peter oozes confidence, knowledge and a precise understanding of an organisation’s situation is, half the battle. The other half, is developing change in a fast, efficient and effective manner.
Our Vision
It is not so much the thought of education, as wanting to give an education in skills, knowledge, performance, deliverables and more…