Although there was some pressure to improve responsive repairs from OHG customers, the diagnostic indicated that productivity and customer service could be dramatically improved by addressing some root causes of failure.
Like many housing associations, they used a “jobs per man per day” (JPMPD) and completion date targets to assess the performance of repairs for both individuals and teams. However, this led to many problems: jobs being closed when the repair was not actually complete (true for about 18% of repairs), operatives seeing a ‘no access’ as potentially attractive for their performance, etc. The number of follow-on jobs was also very high due to further works being required.
There were also many issues with the way repairs were diagnosed in the repairs contact centre. This included, the communication between teams, the poor flow of data, a lack of customer focus and systems alongside technology that wasn’t helping staff to meet their customers needs.