The project was split into three key stages:
Diagnostic
The current state across all seven offices, where voids were managed, was analysed in detail. Key findings included performance targets driving work rather than customer demand, different teams working to conflicting targets and demands, work being pushed through the process irrespective of existing work and backlogs, lots of hand-offs causing delays and time spent on unnecessary checks and excess paperwork.
Redesign
The project team attended a two-day redesign workshop to review the current state and develop improved ways of working. This included removal of hand-offs and unnecessary authorisations and checks, moving to a process pulled by customer demand and removal of other waste activity.
Implementation
The new process was implemented and supported through the introduction of Lean Foundation tools, including 5S and a team Information Centre.