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The following case studies cover a range of areas from Process Improvement, to Community Building and Cultural Transformation, as well as green field initiatives such as implementing a Robotic Process Automation capability.

 

The format for each follows a structure that leads with the problem, the approaches used, and the end result.

 

For more case studies, and for a discussion on how I can help your organisation, please do not hesitate to get in touch.

01

Supplier Risk Transformation

The Problem:
On-boarding suppliers is protracted (average cycle time: 62 working days). Current process unclear, with lots of variation in how suppliers are handled. Responsibilities were unclear causing delays and frustration.

Outcome statements:
To reduce cycle time by 25% and improve quality. Clarify Roles and Responsibilities across 8 internal departments. Remove the amount of variation in the process so everyone gets a consistent experience. Future proof the process so it stands up to future audit scrutiny.

Approaches used:
Voice of Customer, ease/benefit prioritisation, hypothesis testing, root cause analysis, communications planning. Business architecture capability modelling, huddles, visual management, agile planning and user acceptance testing.

Result:
In some cases, an 80% improvement in cycle time whilst improving quality. Improvements sustained through adoption of lean thinking and use of tools supplemented by training. Consistency achieved through strong ownership within the SME community and a far clearer, more transparent process.

02

Legal Contracting Improvement

The Problem:
The process for drafting contracts over £250,000 for suppliers was taking too long. (c. 60 days).

CEO Expectation:
To reduce cycle time by 15% in 3 months without incurring additional spend in either IT or FTE.

Approaches used:
Voice of Customer, swimlane process mapping, ease/benefit prioritisation, hypothesis testing, RACI construction, end phase report writing, KPI tracking, Control Charts, Gemba Walks.

Result:
42% improvement in median cycle time without dropping quality. Improved expectation management with internal customers.

03

Building a culture of improvement

The Opportunity:
Creating a mindset and a culture of continuous improvement throughout the organisation. Enable this through a network of champions. 

Outome desired:
To get buy in from senior leadership to champions being utilised. Nominated improvement champions to deliver at least one project in their first 6 months post training.

Approaches used:
Lean Training, Lean Coaching, Communications Planning, Stakeholder management support, community workshops, train the trainer, positive re-enforcement, providing speaking opportunities at senior level, team based problem solving.

Result:

Led the creation of a strong network of champions, leveraging their natural curiosity to make things better and influence the organisation without the need for title or status.

Coached 20 candidates over 2 years to deliver outsized improvement results within their own department.

12 champions under my supervision went on to gain a LCS Level 1b qualification. 

04

Introducing and implementing RPA

The Problem:
Too many overly manual, repetitive  tasks consuming staff employed within the Finance Function of a large organisation.

Outome desired:
To get CEO buy-in initially, and then set about implementing a small scale pilot to prove viability on a limited budget.

Approaches used:
Vendor Relationship Management, Supplier negotiation, pricing models, managing resistance to concerns around job displacement, process selection for RPA, candidate selection for developing the bots.

Result:

Identification of over 2,500 hours saved through the implementation of robotics across 3 functions. Proof of Concept phase delivered in 6 weeks, saving 30 hours a week using just 2 robots. 3 existing employees up skilled to become RPA developers.

05

Anti Money Laundering

• The Problem
A deadline for comleting 400 member AML reviews by Aug 2016 was at serious risk of slippage, despite a process that was clear and documented. Prior to involvement, a request for a further 6 to 10 additional resources to help meet the deadline was turned down.

• The Challenge
To improve productivity in terms of increased throughput using existing resources or a very limited number of additional hires.

• Approaches used:
Process verification, Value stream mapping, Takt Time, Target Operating Model design, Work Cell Design, Daily huddles and visual management, PDCA.

• The Result:
Over 500% increase in throughput from 4 reviews per week to over 20 reviews per week. Achieved using existing resource and colocating the team to a dedicated project room. Utilising work cell design concepts, upskilling resource and an unwavering focus on the key KPI based on productivity.

The AML Review Deadline was achieved with weeks to spare.

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