The first RIE targeted the Responsive Repairs process and the associated costs. The Responsive Repairs process undertakes around 175,000 repairs per year and from these, around 400 formal complaints per month were generated which put the organisation in the lower quartile of performance for this activity in the sector. A Lean based RIE project was initiated and we worked with the senior Asset team and Riverside’s subsidiary repairs business, Evolve, to scope the problem and to develop a process improvement approach which could be used to find root causes of the process problems and to generate new organisation and process models which would address the root causes.
During the project, process performance data was collected and analysed to understand the current performance, the current process was mapped to understand current process issues/hotspots and root causes were identified by a multi-disciplinary team.
Following this, a far reaching future state process model was developed which addressed the root causes. Key features of the new process were: better diagnosis upfront, clarity of service standards, new ways of scheduling front line staff, more flexibility/empowerment of front line staff to achieve first time fix, improved communication with tenants and improved use of technology.
The project is now in the implementation phase and it is estimated that the first-time fix rate (HouseMark definition) will increase from 84% to 90% and that customer satisfaction will improve from 82% to 95%.
- We are currently running as series of Lean Awareness training workshops for the Senior and Middle managers of the group to help engagement and to assist in the wider deployment of Lean and CI.
- We have identified and scoped a second RIE which is targeting underperformance in Tenancy Agreements. The Tenancy Agreement is currently a printed document and is a contract signed by the tenant and the organisation during a process known as “Tenancy Sign Up”. Other documents are also provided at the time of sign up. With agile working and the move toward more documents being available digitally this process involves many process steps, various stakeholders and consequently takes too long, is prone to error and costly to administer. There are around 6000 allocations per year and the there is a need to simplify and automate this process to reduce the administration burden and to improve customer service.