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Lean Service Pilot

Lean Service Pilot. Lean – Journey So Far on Pilot & Teams in WAVE1 . Managing our performance. Making processes more efficient. Listening to our customers. Having the right mindset. Organising our people and developing their skills.

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Lean Service Pilot

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  1. Lean Service Pilot Lean – Journey So Far on Pilot & Teams in WAVE1

  2. Managing our performance Making processes more efficient Listening to our customers Having the right mindset Organising our people and developing their skills Our commitment – 1st Target State & Improvements7th October • Cost to Serve (for product & for delivery) to enable 100% cost recovery • 40% to 80% A1 measures • VoC Driven Measures, Performance Boards • Lean Diagnostic Measures – uplift by 1 • Local Improvements – saving 170hrs/week • Predicting 600+ hrs (Step Change) • Lean Diagnostic Measures – uplift by 1 • Mean Cycle Time - 3 day Reduction • Standard KCIs • Standardise Escalation Process • Lean Maturity Measures – uplift by 1 • Coach team to deliver agreed improvements • 50% management time • Role model behaviours • Lean Diagnostic Measures – uplift by 1 • Careagile Lean Behaviour Index uplift by 0.1 • 60% multiskilling • Triage at front end • 4 flows/Production Managers in place • Lean Diagnostic Measures – uplift by 1

  3. Managing our performance Making processes more efficient Listening to our customers Having the right mindset Organising our people and developing their skills What did we do - LWoWCreated 9 FLM plans to implement LWoW across 5 lenses • Created Team Performance Boards • Introduced daily huddles to review Team Boards • Coached and encouraged team members to own and present parts of their boards • Reviewed progress on Improvements. • Identified different ways of working and agreed a common way (SOPs developed) • Worked on the improvements using A3s and problem solving techniques. • Understood how to identify and realise benefits. • Began to push back on non value add activities. Questioning why? • Talked to customers & created an open dialogue with BTW • Set up regular dialogue with MFUs (BTW & GS) & our teams • Set up regular dialogue and review with internal customers • Coaching by operational change agents • Worked on improvements within teams • Understood Lean Behaviours through workshops • T2 led re-enforcement workshops and activities. (paper plane) • Produced critical lean based roles defined to reflect in people’s JDs. • Team members buy into the programme though engagement • Produced our skills matrix as to who can do what and made it visible • Identified training requirements • Implemented a training plan with time lines. • Coaching T1 and T2 to help them develop themselves and there DRs.

  4. What effort did it take & what difference did it make? • What difference has it made– Journey so far: • Sense of ownership – fixed issues as they came up for TC1, people in teams driving the change • People led problem solving (e.g.: Tail being managed – less than 10% in one team) • People say pull way of working is a less stressful • Team engaged – seeing more people engagement people & still a lot to do; • Good buzz - teams doing things differently • Cross working across all levels (T3s, T2s , T1s and across teams) • £250k per quarter cost saving for using ASDH instead of PDH • Positive impact in other areas (e.g.: reduced truck roll on OR, reduced jumping time in Field, reduced job control effort for voice) • Shaped lean for other waves • We are very proud as have done something tremendous…...

  5. Next Steps in the Journey • LWoW within all 9 FLM teams – further develop & consolidate learning; • Implementing TC1 outstanding activities eg T2/T3 Performance boards, Governance, integrate other teams within pilot, etc. • Continuing to work on improvements; • VoC and developing customer driven measures; • Building in re-enforcements & rewarding lean behaviours • Developing a sense of pride as Wave 1 Teams visit us; • Going for Bronze Accreditation for all teams in February; • Planning, designing & implementing TC2; • Making sure we understand cost per order across each flow; • Integrating our key partners (Openreach) in lean way of working.

  6. Job Satisfaction Survey End of Pilot Results – UK Data

  7. Job Satisfaction Survey Key Measures – Post Pilot v Pre Pilot

  8. Post Pilot Summary v Where We Started (only 16 weeks ago) • 45% of the UK Data population completed the survey • 32% of the population completed the survey • 95% included their names and asked to be involved in the results • 75% included their names and asked to be involved going forwards • 96% have the opportunity to work with colleagues to solve problems • 71%have the opportunity to work with colleagues to solve problems • 93% responded positivity to getting a sense of achievement from their work • 64% responded that it was only sometimes ( a sense of achievement ) • 100% responded that they always or mostly had clear targets at work • 52% responded that they always or mostly had clear targets at work • Taking your job as a whole do you enjoy your work or not? – 100% responded I quite enjoy it or I enjoy it very much • Taking your job as a whole do you enjoy your work or not? – 85% responded I quite enjoy it or I enjoy it very much • 86% answered Very Well that they think their skills and knowledge are used in their present job, • 60% answered Very Well that they think their skills and knowledge are used in their present job, • 100% wanted opportunities to develop their skills and 86% said their skills were used very well • 84% said they wanted the opportunity to make friends at work • 93% said their manager spends time with me discussing my work • 35% said their manager spends time with me discussing my work

  9. Verbatim commentsHow could your job be made more satisfying and enjoyable

  10. Verbatim Comments – Cont.What do you like most about your work

  11. Verbatim Comments – Cont.What do you like least about your work

  12. Learning and comparison • Real change has happened for this sample group we need to ensure that effort is rewarded and no “return to old habits” is tolerated • Can we make the role more challenging with out adding lots of stress • Make sure targets reflect customer purpose without excessive measurement • Ensure gains made are sustained • Ensure that team working becomes standard practise • Future changes should reflect wanting a bigger sense of achievement • More allowance for initiative and decision making • Greater team working and getting involved in improving things • Opportunity for more inter-team working • Ensure people are involved in what happens next • Sustainability is the biggest challenge – Accreditation opportunities should be swift and actionable

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