Operations improvement has many varieties from full systemised methodology such as Lean / Six-Sigma, Kanban, Kaizen etc to simple things like having a clean and tidy workplace (how many of us do that!), better training or simply better lighting. However, before embarking on any improvement project it is essential to know the current state metrics so that any real improvement can be measured and costed. We find often this is the biggest issue when starting on improvement projects simply because the wrong things are sometimes being measured so the baseline is unknown. Each project is different and we can work with you to advise which methodology would add the most value to your workflow.
1. Manufacturing – Medium Sized Engineering Company
An aerospace client had gone through a period of continued growth but was now encountering quality and operational issues. We visited the client and spent one day on site talking to the leadership team, the quality management team and process staff from across the site. It was soon very clear the client had some significant issues that were impacting both on quality and output. at the end of the day we outlined our initial findings to the Directors and suggested various ways forward with possible timescales and costs.
We followed up the visit with a more detailed project plan which the client is now working through.
- Immediate improvements in quality made
- Reduced stock holding and improved stoke control
- Increased profitability
- Processes correctly mapped and understood by operators
2. Public Sector: Project Management of technology systems used within NHS client.
Managed/monitored 31 projects on a day to day basis producing a weekly report for the Account Senior Executives showing the Actions, Achievements, Anxieties and Activities for each of the projects, including a detailed status report for each.
- Identified all stakeholders and budget holders for all NHS Program servers (>1600 servers), then negotiated which could be closed down and removed saving £1.85M in costs.
- All projects delivered on time or ahead of time, all below budget.
- Familiar with both Agile and Waterfall type software development and their differing needs for requirements and processes.
3. Healthcare: Change Management Control
Remodelled the Issue and Change Management processes for a major NHS software development project that were inadequate and led to time delays for fault correction and loss of client confidence.
Provided thought leadership into process optimisation using techniques such as Six Sigma, Requirements Engineering, Case Management and Scenario Analysis to develop the processes.
- Succeeded in reducing the number of Issues recorded from over 365,000 to below 8,000.
- Reduced synchronisation time between systems from over 14hrs to less than 40minutes producing cost savings exceeding £1M per year.
- Successfully reengaged client with the process who was considering contract cancellation