After a discussion and proposal, Ad Esse worked with the internal transformation team and new business analyst to carry out a diagnostic. Value stream mapping was used to pinpoint uneven workloads, overburden and waste in the current voids & letting process. This tool highlighted the cause of delays and errors, which enabled the group to identify and test possible solutions.
The next step was a process redesign. This involved the Voids and Lettings teams working together to agree on the best possible solution. By communicating as a group, they were able to eliminate wasted time waiting for work as one part of the process previously had to stop before another would start.
Acquiring skills throughout the review, the group implemented the new process rapidly. The majority of actions were completed within four weeks of the process. Jodie said, “Our new process is fit for the future and is truly focussed on our customers, designed with them at the heart of it. Not only has the end-to-end process been transformed, the way voids are managed now has also improved significantly.”