The programme had two strands – firstly, implementing Lean Foundations across the charity (Information Centre roll-out, 5S, Lean for Leaders training, embedding Lean Champions) and secondly, re-designing twelve key processes within various directorates. The foundation work was designed to help TCS achieve cultural change, with the process reviews aimed at maximising customer value and eliminating waste. The ultimate objective was to enable TCS to do more for less, following the Cost Reduction programme.
Scope was defined by the organisational diagnostic findings and consultation with senior leaders. The initial process redesigns were prioritised on what would bring the most financial benefit and resource capacity. Each process was divided into two distinct stages: Re-design and Implementation. Process maps and implementation plans were produced across the twelve areas, along with a set of effective measures to understand performance.