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Outcomes for
World Vision
- Role clarity
- Focus
- Energy
- Smoother process
- Overall…more effective delivery of our mission
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The benefits of restructure
- Sound management structure to achieve operational
goals
- Strategic focus
- Link with the organisation
- Service development and improvement
- Platform to sustainable
and ever improving change
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The program identified a 37% reduction opportunity in head count
based on a detailed SMART redesign of what the finance area delivered
- Essential debt reduction requirement
- High management engagement
- Fact Based
restructuring of functionility
- Detailed
understanding of enablers to realise
benefit
- Complete re-design of functionality,
roles and responsibilities
- Staged
implementation plan based on enabler
timelineEnhanced ward handover
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Simple improvements
- Centralised communication point at ward level
- Enhanced ward handover
- 5S on wards
- Revised request form
- Sedation undertaken in diagnostic
imaging
- Review of interruptions to radiologists
- Diagnostic imaging framework
for improvement
...40 days saved per month View
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What was crucial for
success within a short time frame
- The burning platform
- A tight well scoped project
- Very clear deliverables
- Solid Project management
- Stakeholder engagement
- Right team with great attitude
- Ready to take learning to other projects
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The XeP3 analysis provided
the basis for the next steps
- Idea/Solution Generation
- Roll-out of “local stabilisation” solutions
in early implementations
- Conduct Task Restructuring to free up resources
- Clarify the Roles and Responsibilities as part of Task Restructuring
- Commence standardisation on the basis of “better practice” solutions
identified during roll-out and early indicators of performance
improvement
- WRITE the standard procedures
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We have not yet finished,
BUT it is already a highly successful
project
- Reduced collisions
- Reduced costs
- Improved behaviour
- Improved processes
- Improved accountability
- Improved safety
- Improved vehicle availability & utilisation
- Improved morale in Fleet Management
Team
- An emergent shift in the
culture …Lean thinking
- Driver trainer starting
August
- ‘
Safer Driver ’ online program
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The program was setup
with 5 key components
- Process Improvement – to find the time to deliver more
value
- Management Workshops – to
drive business excellence both now and
in the future
- Fact Based Analysis – to ensure solutions
are correct and sustainable
- Measures
and Targets – to provide the necessary focus
and alignment
- Agile IT – to change the mode of delivery
to suit the business environment
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Immediate improvement
resulting from the streamlining of
a complex set of processes
- Backlogs removed – focus shifted to resolution
of current applications
- Complaints reduced – some weeks saw zero complaints
versus previous numbers of up
to 300 per week
- Process throughput improved – up to 100% in some cases
- Processing variability reduced – up to 800%
- Project
with multiple Waves - Initial Wave
led to opportunities for system
modification
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Tough times called
for a smart approach
- Competitive environment
- Head office focus
- Openness of the challenge ahead
- Strong staff engagement
- Process reengineering for current
situation but also future success
- 40% reduction in head office overhead
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Process reengineering
to drive change
- Elimination of waste
- Elimination of duplication
- Staff engagement
- Task restructuring
- > 35% of time freed to focus on productive activities
- Shift from reactive to proactive
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Continuous improvement
through high levels of staff engagement
and cultural change
- Complex manufacturing environment
- Collaborated with in-house improvement team
- Mapped current
and future processes
- Identified
areas of process failure
- Looked
for rework
- Developed solutions
and implementation plans
- 15% improvement
in productivity
- Developed culture
for ongoing improvement
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The business simply
wasn’t working - costs were unacceptable,
operating metrics were very poor and
the warehouse was being used for customer
storage
- Touch points involved in delivering product from the
supplier to the customer were reviewed – multi faceted
approach
- Failure points and opportunities
for improvement were identified
- All staff and suppliers were engaged in helping solve the
problem
- The key was to identify and
implement Quick Wins
- Some results
included
- No customer complaints to senior
management in the last
6 months
- 93% (prior – 46%) of units are in DC’s
less than 30 days
- Damaged
and returned goods dropped
from 15% to 3% saving $520k
pa
- Reduced cancellations
delivered $7mil
pa in saved sales
- Centralised
contact centre and e-letter
delivered savings
of $1m pa
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Process and behaviour
change improvements possible despite
high IT reliance
- Bevington extensively engaged
to achieve cost reduction
- Various process reengineering
and restructuring techniques were
employed to complement
Six Sigma projects
- Cost management
was continuing despite volume doubling
over three years
- The turnaround
time for mortgage process was unacceptable
- XeP3 enabled the critical analysis
of processes for efficiency
improvement
- Solutions were both
process and behavioural change
- Dramatically reduced cycle time(up
to 40% in one sub process)
- Over process improvement >10%
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In the service industry
maintaining reputations is critical
to prevent a decline in customers
- Focus was to support front-line
staff through effective administrative
processes
- Key areas of concern
were loan approval and processing
- Engaged front-line staff to high
areas of improvement and define
solutions
- Resulted in
- Arrested customer
loss
- Substantially lift in market
share growth rates
- Overall
dramatic improvement in customer
satisfaction
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Build in-house continuous
improvement capability through XeP3
- Strong Leadership support
- Engaged Bevington as its partner
- Cost out focus to improve current
year EBIT
- Utilised lean Six Sigma,
process capability and project
methodology for improvements
- Captured the “Quick wins” and
identify Six Sigma Projects
- Harvested employee ideas – created
the impetus for change
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Consistent approach
to improvement across a diverse supply
chain
- Increased the productivity across all the Distribution
Centres
- Developed an in-house capability
to run processes improvement projects
- Encouraged a continuous improvement culture through engagement
with
the shop floor
- Increased the acceptance of change
amongst team members and
increase the change management skills of the front line managers
- Achieved quick, bottom line results
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Increasing resource
utilisation while reducing overall
costs
- Highlighted Cost Drivers through
the XeP3 detailed activity data
which allowed identification, and
quantification
of Process failure (Noise)
- Pinpointed
where profit driving activities
should occur for optimal performance
and maximised bottom-line benefits
- Developed dynamic business cases
using XeP3 Scenario Modelling functionality
- Compared different processes (by
brand, function or geographical
location)
- Captured and report on
Key Performance Indicators (KPIs)
and Behavioural
Change Indicators (BCIs)
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Branch effectiveness and efficiency
through XeP3
- Project was across national
Branch network for GE AVCO
- Cross
analysed collected activity data
with Branch productivity
results
- Administrative processes (eg
loan processing and default management)
resulted in rework and errors
- Identified and implemented best
practice
- Outcome was a focus of effort on
core activities
- Additional value generated through
increased Sales productivity
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XeP3 to enhance resource
utilisation and increase throughput
without compromising safety
- Opportunity to refocus almost
one quarter of the resource was
identified
- 7800 hours (annualised)
of non-productive effort was
removed from the hospital
processes
- Dramatically improved factors which affect patient
care, for example
an 83% reduction in missing
theatre items
- Delivered in a
way that engaged staff and measured
the improvements
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