The Bourton Group engaged with the directorate management team and the project was sponsored by the Director of Inspection and Fitness to Practise. The project was communicated to all staff and visual management techniques were used to share the project objectives, using a Quad of aims, and an explanation of the lean methodology. A core team was identified to work with the Bourton Group. The core team was trained to use the lean tools and techniques so that the organisation can be self-sufficient in these improvement techniques going forward.
Bourton undertook a voice of the customer exercise to engage with the key stakeholders of the FtP process. In addition, the work also required the active involvement of staff members that do the day to day tasks within the FtP processes.
The overall programme took a 4 step approach:
- Getting Started
- Mobilisation & Initial Analysis at GPhC
- Establish key customer & stakeholder requirements
- End to End Lean Review
- Map current & future state for chosen processes
- Benefits modelling
- Prioritisations of improvement actions
- Aggregate outputs
- Performance measurement analysis
- Develop process rollout plan
- Building capability
- Skills Transfer & Training
- Managing Success – Programme Management
The Bourton Group began the programme by conducting a voice of the customer survey with key stakeholders of the FtP process. We interviewed 13 people to gain a perspective from different stakeholder groups who interact and receive output from the process. Insight was gained about the current concerns and areas for improvement.
In parallel to this activity we commenced the up-skilling of the core team through a hands-on, interactive lean awareness training course. This built the knowledge of value stream mapping, waste identification and waste removal techniques. These activities set the foundation for a series of collaborative and intense workshops with a wide range of directorate staff.
The following processes were covered:
- Caution and conviction
- Investigation committee
- Case progression
- Hearings management
- Monitoring and reporting
For each part of the process we created a high level map, using a SIPOC, before completing a detailed value stream map. We identified issues and waste before conducting a brainstorming
session to identify potential areas for improvement. Once we had identified waste and created ideas we worked on developing the future state map. This map took a projection of what the process would look like in 18-24 months’ time with new technology (case management system) in place.
We also created an interim future state map, for a view of the process in 6-9 months time. The interim future state map took into account the majority of the process improvement ideas, excluding a systems change. In addition the interim state was developed so that is was clearly a transitional step between the current to future states. After completing the mapping exercises which engaged over 30 members of the directorate, the team undertook a data collection and analysis exercise.
The data collection exercise took three sources of data:
- Monthly Performance Management database
- FtP data extraction
- Manual audit of 80 cases
The data was used to support the findings from the value stream mapping exercises and was also used to help assess the impact of the potential improvements. Using the data we were
able to estimate the baseline end to end cycle time and the cycle times of key stages through the process.