Our work in delivering change and transformation within an organisation includes developing the service design, ensuring the right business model, processes, organisational structure and job functions are put in place and from a the customer’s perspective.
The performance that needs to be achieved should allow the client to be in a position of competitive advantage and not a business risk. Lean service thinking is used to transform fragmented, deskilled and disparate service offerings resulting in efficiency and effectiveness. Staff become more motivated as a result of working in an environment where they are able to take ownership in the decisions they have to make because of holding greater knowledge.
To achieve successful change and transformation, we help ensure operations management are aware of the corporate vision and direction and that it is communicated to the workforce. The management structure should be designed so that line managers and team leaders are empowered, internal structures of organisations can be matched for sustainable improvements, defining the roles and responsibilities of staff to drive business performance and manage relationships between teams so that services can be integrated.
Process design is a key contributor and is dependent on service design and process flow. The former is about specifying the service, providing service guarantees, using experience and knowledge and applying technology. It is also about consider collaborative creation (co-creation) by understanding the end customer’s goal structures and decision making processes, making it easier to design and differentiate services for different customer groups. The latter considers how work should be carried out and how the client’s customers will move through the process, ensuring quality is planned and how customer contact will be achieved
Another attribute is that of capacity scheduling and planning and is about anticipating customer demand, optimising use of resources to deliver at expected times, maximising revenue and labour intensity. For example, high contact services have their operations close to the customer with reduced capital outlay. Low labour services are likely to be more effective if they are supported with process automation, for example with technology.
Formal procurement practices should apply because money is spent with outside suppliers for example facilities maintenance, legal, accounting, payroll services.
Finally, continuous improvement should be addressed using industry benchmarking to uncover potential opportunities. Internal methodologies can be adopted such lean thinking to drive improvement in cost and customer service. The organisation should be viewed from an open systems perspective allowing consideration of external influences. Other factors to consider include programme and project management effectiveness, knowledge sharing, training and acting on customer opinions obtained from surveys.