We undertook diagnostic activity with core representatives across the process to understand current issues, process and performance before moving forward to problem solving and process redesign. We found that whilst most activity in the process was appropriate, the visibility of upcoming voids and triggers for activity were happening too late and meant days which could have been used pre-void were lost. Roles and responsibilities for activity, e.g. viewings, varied depending on the point the void was at in the process. This resulted in reorganising work between teams with potential negative impact on the customer.
The process was redesigned to ensure the pre-void period was utilised and transfers, making up over 30% of void properties, had a standardised approach. The flow of the process was improved by allowing tasks that previously happened on set days once or twice a week to happen at any time as and when they were required e.g. advertising. The team also implemented a visual voids tracker to support frequent meetings between the teams involved in progressing voids.