The Elephant is no longer in the corner

Lean Transformation within Telford and Wrekin District Council drives real cost savings, process efficiency and customer service improvements – a case study in “Transactional Lean Thinking”

 

We are all aware that Lean and Continuous Improvement methods apply to all sectors and roles. There is no clearer an example of this than the work undertaken at Telford and Wrekin District Council (TWDC) where substantial bottom line savings and improvements have been made through the structured application of lean and problem solving methodologies. Entitled the “eLEphANt” programme, staff from across the authority have undertaken real live improvement projects in focussed teams. The programme, which was led by Lean training specialists, Lean Education And Development Limited (LEAD), used the Business Improvement Techniques qualification as the outline framework with the aim of encouraging all employees from all levels to get involved. This generated a real enthusiasm for change.

 

PC Start-up

• Aim and Purpose
  
  To reduce the non productive time spent by staff waiting for their PC to start up and reach a useable state following evening shutdown.

• Tools and methodology
  
  Using sampling techniques, data collection tools and structured root cause analysis, the team reviewed a sample of P.C’s from across the authority to record their time from start up to a useable state. The age and location where recorded along with notable features that were present during the start up.

• Observations and recommendations
  
  The average start up time was found to be 9.5 minutes across the sample group of 30 P.C’s. It was clear from the root cause analysis that age of equipment had very little effect on start up time. The key findings centred on the long time delay encountered with log in scripts, automatic intranet log in on start up and the internal use of pop-ups.

  By removing these, substantial reductions can be achieved in start up times without resorting to any longer term IT changes. In addition, a PC based 5S good practice guide was implemented across the authority to encourage all software to be effectively stored and managed.

• Results

  Recommendations were made to remove automatic intranet login and pop ups at start up. This saved 2.5 minutes per PC of non productive time.

  Across the authority, this equated to a £624,000 saving per annum or £2600 per day.

The LEAD Model

LEAD have a unique approach to driving change within a client by offering full time coaching teams who are embedded long term on a client site. This approach vastly improves the long term sustainability of the changes while maintaining the momentum of the overall programme. This allows each client team to work on several successive projects all of which contribute to substantial cumulative savings. All staff are enrolled on the Business Improvement Techniques Diploma, which is accredited by City and Guilds and this fully supports the costs of the programme while motivating all participants through the award of a recognised qualification. The BIT programme is designed to be rewarding for all, practical, relevant, informative and enjoyable.

 

Other Projects

 

 

 

All client teams follow a structured plan as typified by the project below;

 

Taxi License appointment and production improvements by the “Fab 5”.

Current Situation

The current taxi license renewal booking system was costly, ineffective and caused system down time for the licensing team. Renewal letters did not ensure attendance causing delays for other operators, and vehicle plate and badge production systems are undocumented leading to potential single point of failure and avoidable costs.

Waste Identification Process – Original Findings

QUALITY: 9.1% administrative NRFT (value of £3,225.60 pa) plus scrap generated
by undocumented vehicle plate/badge production (equating to £2,872.80 pa).

COST: £16,204.80 pa Stationery, system down time and mailing costs plus £6,098.40 pa losses through quality issues detailed above plus £2,591.88 pa hardcopy newsletter mailing

DELIVERY: Taxi operators cannot operate without current license.

Project Methodology and stages

Method

• Process map existing process.
• Review with process manager and operators.
• Problem definition.
• Identify wastes / cause and effect analysis.
• Collate available data and complete start point QCD.
• Using root cause analysis and action planning tools.
• Produce standard operating procedures for plate production.
• Evaluate skills of licensing team to identify training needs.
• Communicate and review proposed change with operators at annual forum.
• Implement changes and record of results.

Benefits

• Reduced or removed “Diamond” system down time.
• Quality: 100% Right First Time plate production and admin utilisation.
• Cost Saving: £24,895.08pa
• Delivery: SOP supported process enabling consistent service through cross training.
• H&S: Risk reduction following workplace organisation in licensing office.
• Environment: Reduction of paper and transportation through the use of electronic newsletter and the removal of appointment letters.
• Plan was to cease the issue of renewal reminder letters and rely on taxi operators to apply before the licence expiry date.