Government Department

Challenge

An executive agency of a major government department was faced with the need to reduce costs and improve operational efficiency. As a result a decision was taken to introduce standard ways of working and a continuous improvement culture throughout the organisation.

 

Approach

It was identified that despite a balanced ratio of resources to demand, there were significant problems in processing the workload, and in maintaining satisfactory service delivery to customers. Various mapping tools were utilised to assist in the identification of waste in processes and to enable the flow of information to be monitored through the value stream. Demand analysis techniques were used which identified failure demand levels in some aspects of work exceeding 30%. Visual management was introduced to monitor workloads and resources enabling the adjustment of capacity to meet daily demand.

 

Outcome

The results of the project were significant with:

  • Failure demand was reduced from over 30% to less than 1%.
  • The turnaround time for administrative work was reduced from 6-10 days to 1-2 days, with the majority achieving a 1 day turnaround.
  • Processes were redesigned and rolled out nationally.
  • Customer satisfaction levels showed marked improvements.
  • New and innovative ways were designed to capture customer feedback.
  • All staff continued to look for ways to eliminate waste and improve processes.
  • The site became a reference site for good practice for the rest of the organisation.
  • The organisation had a better understanding of the needs of their customers and how to consider those needs when designing processes.


Government Department

Challenge

To coach and support a small newly created project team of staff in a high profile government department. Their aim was to lay the foundations for the introduction of a continuous improvement culture across a site of approximately 1000 staff, and for the project to be accepted as “business as usual”

 

Approach

OES created a programme of bespoke training events, supported by on-site improvement activity and coaching sessions. The programme was delivered over a period of 10 months, during which the client team were able to successfully apply their learning in the workplace to lead a number of improvement projects, and to develop a strategy for implementation of Lean across the whole organisation.

 

Outcome

The results of the programme so far have been…

  • All participants having successfully completed on-site assessment tests and gaining accreditation as Lean practitioners.
  • Projected first year savings of over £150k.
  • Wide acceptance of the team as Lean experts in their own organisation.
  • Acceptance of the team’s strategy for the wider implementation of Lean
  • Establishment of permanent roles within the organisation for a team of Lean Advisors