We worked with members of the Management Team to quickly identify the area to improve. The
aims of the project were carefully defined which included:-
• Create and drive an appetite for process improvement amongst the staff
• Ensure that the business process met existing and emerging customer needs
• Maximise the use of all resources in the delivery of services
• Reduce the amount of paperwork in the system
• Improve job scheduling
We agreed that a team-based, Lean Blitz Event using the principles and tools of Lean was the best
approach to make a demonstrable and simultaneous impact on all three of these goals.
Programme Set Up & Rapid Benefits
In the pre-scoping phase, the purpose of the project was agreed and the detail of the current
process and structure was studied; the team members were identified as a mixture of SOP,
Accounts, IT and Warehouse. The team included the Business Improvement Manager who had
done a 3 day lean course but had no facilitation or hands on business improvement experience.
We trained the team in Lean and Change Management philosophies and techniques: this was a
day-long awareness session which included current state process mapping; customer/supplier
needs and the identification of waste. The team then spent a day, carefully scoping the project to
ensure that the focus of the project was clear and unambiguous. A significant amount of data was
identified for collection, some of which was currently collected but most was not, which was
carried out over 2 weeks, before the main event. A 5 day Lean Blitz Event resulted in a complete
remodelling of the process. Once the current state map was complete is was clear to all that there
were many points of duplication, long waiting times between actions, poor process sequencing
and a heavy reliance on paperwork, which would often increase waiting times and was lost on a
high frequency. There was also a lack of multi-skilling within the team, which became an urgent
issue as one member was leaving and one was about to get married and have 3 weeks away. The
team created an ideal state map and then work backwards based on what they knew could be
achieved, with some IT technical support. A new electronic ticket was designed and piloted which
not only removed the paperwork element but also provided traceability and removed waiting
time. A training process was put in place to ensure all the team were skilled in the whole process.
A number of tasks were removed from the process as they were outside the scope of the team.
An electronic filing system was set up which resulted in the process being paper free and also
removed filing time.
• 7 staff trained in lean methodology
• 1 facilitator provided with change management coaching support
• 7 staff trained in Lead Daily Management System to ensure sustained improvements.