ATICA's Division
Operations Support - World Class Development

Our Mission

The mission for Atica's Operations Support division is to assist both potential and current investors, owners and operators of plantations, mills and marketing centers to access higher levels of awareness, foresight and state-of-the art tools to assist them to consider implementing one or more of the best business practices that drive World Class Organizations.

So what is a "World Class Organization?" Well, if we first agree that the definition of truth is "Truth is what truth does" ... then we can agree that a "World Class Organization Is ... what a World Class Organization Does." However, with that answer we then need to ask ourselves, "So what does a "World Class Organization" do that others don't?

Some have said that a WCO is an organization that is recognized as the best in critical business processes, producing outstanding performance and thus is seen as the best of class among their peers. WCO's are accordingly held as an exemplary model for others to aim for.

Others have held WCO's as those firms exhibiting high levels of competitive performance and thus consistently deliver output metrics that drive the success benchmarks and standards for industry defined best practices.

What ever definition or words one uses to define an organization employing high performing processes, the words and definition is of little importance. What is important are the internal process engines, the essential drivers of success causation that assembles, sparks and drives benchmarked levels of excellence. The relevant question thus becomes, "What exactly is it ... that distinguishes those that seek and achieve World Class Organization status... vs. those that don't?

Our Process

In Fig. 4 below you will notice the seemingly simple, four step process that drives all self-sustaining systems, including the organizations formed to create to produce economic value. (Aware, Reflect, Respond and Result). This essential feedback model is the first step that Atica takes in assisting our clients to define, set and achieve elevated goals, strategies and objectives. (Source: Atica's web site, see ... Professional Insights, → White Papers → entitled: "Problem Solving Using The Business SCORE Analysis" )

1st - AWARE – An initial SWOT assessment designed to uncover i) where we are, ii) where we are not, and iii) why.

We can all recognize common sense when we hear or see it in action. "If you can't measure it ... you can't manage it," is one of those common sense principles; but what does that really tell us? It means that high performing organizations by definition i) define, ii) benchmark and iii) focus upon the success metrics of World Class Organizations. Therefore, Atica assists their clients to define, design and employ:

Benchmarked Dashboards For Executive Excellence – P.A.V.E. the Way ... to S.A.V.E. the S.C.O.R.E.:

• PAVE – A proprietary model for "Human Metric Drivers" excellence in leadership, management and employee performance within the strategic, tactical and day-to-day operational outputs (Key Production Drivers – KPDs)
• SAVE – A proprietary model for the "Statistical and Financial Metric Outputs" resulting from leadership, management and employee activities, (Key Production Indicators and Outputs – KPI's & KPOs).

2nd - REFLECT – How we think about creating opportunities & mitigating problems.

Again, common sense thinking will clearly reveal to us that there are only two (2) core causation drivers or "sources" that both start and maintain all problems within management's "Risk & Problem Supply Chains." Therefore, there are accordingly ... only two remedies management can employ to solve all of their problematic symptoms and create their golden opportunities. Thus and once again, we assist our clients to understand and employ a very unique assessment and problem resolution model employing the following outlined processes.

S.C.O.R.E. Opportunity & Problem Assessment & Benchmarking – Drivers & Impediments:

• Organizational Culture: Systemic Roles of Leadership, Management and Employees. (Strategy, Tactic, Execution).
• Process-to-Performance: Specific timber-to-end product, supply-chain conversion centers include: i) Plantation & Natural Resource Stands, ii) Log Purchasing and Merchandizing; iii) Primary and Secondary Sawmill Conversion Center Productivity Yields; iv) Marketing & Sales; v) Logistics and Financing.

Our Deliverable Commitment

Times are very different in today's market. Finding, training, inspiring, and retaining the right people for the right job is extremely difficult. For every engagement Atica commits to, the client's defined set of: i) deliverables and ii) output metrics will vary uniquely. There is no one key to unlock all of the various mysteries management must face.

Our role is to assist our clients to clarify, focus upon, understand and improve their i) risk adjusted rates of returns, ii) conversion center's productivity yields while simultaneously iii) reducing cash-to-cash conversion cycles.

Our People and Their Core Competencies

See our page "Who We Are" http://www.atica.us/affiliates.htm