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Project Summary

Lean Project Name

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Lean Project Description

Lean Project Summary

Regional Ops PABS correspondence teams collaboration to improve KPI

Lean Project Benefits Summary

KPI improvement, time reduction, commonly agreed resource model, reduced time to respond, more regions achieving KPI

Roads Period Efficiency Reported

Efficiency Value Assured

Efficiency Register ID

Image

Lean Construction Development Programme (LCDP) Project

NoYes

Supplier

Contact Email

Stakeholders involved in project

Stakeholders Involved - Other

Problem Solving Strategy (DMAICT)

Define

All regional PABS correspondence teams to meet performance outcomes consistently:
1. Agree and implement commonly used processes through combining regional best practice
2. Collaboratively agree and implement a common approach between correspondence partners in order to ensure responses are of high quality to appropriate timescales.
3. Establish a methodology to understand workload and resource requirements that can be used to determine a standard approach to staffing levels
4. Challenge the HLC approvals process

Measure

Data collection to understand timings of the individual elements of responding to correspondence
Base lining from CRM , the PRP and the ECHO reports

Analyse

Value stream mapping was used to understand the timings of the end to end and individual parts of the correspondence response process.
Process mapping was used for the AS-IS process to identify best practice and issues
Root cause analysis (multiple why's) was used to identify the causes for issues raised

Improve

Root cause analysis was used to direct possible solutions
Solutions were prioritised in an Ease/Benefits matrix
The prioritised solutions were then assigned owners and added to the action tracker
Actions were tracked and closed out and those not completed included in a handover report.
Benefits were:
A commonly agreed resource model, increase KPI, more regions achieving KPI, reduction in time to respond, reduction in number of complaints, enabling more customers leaving their phone number, increase in % of customers phoned instead of written response led to 31 working days saved nationally

Control

A handover report was developed to clearly state what had been done, what had been started but not completed and what had been identified as possible solutions but not yet started.
Further opportunity for sharing best practice was also identified.
The Ops Community of Best Practice forum was agreed as the best place to continue to work together to continue to take actions forward, monitor the outcomes of existing and new initiatives. 
The Head of PABS in the Midlands will continue as the champion for the working group and will help them with escalation and wider support

Transfer

Some were influenced by items nationally and some of the solutions from this project have fed in to become national changes. The link between the Ops Community of Best Practice will continue to link in with the Customer Development Team to ensure that they share best practice and support each other to continue to develop and implement improvements

What Lean Tools & Methodologies were used for your Lean Project?

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Other Project Benefits

Meeting the needs of all users

Meeting the needs of all users - Other

Improving safety, health & wellbeing for all

Improving safety, health & wellbeing for all-Other

Delivering better environmental outcomes

Delivering better environmental outcomes - Other

Sustain a well-maintained and resilient network

Sustain well-maintained & resilient network- Other

Providing fast and reliable journeys

Providing fast and reliable journeys - Other

Achieve efficient delivery

Achieve efficient delivery - Other

Project Detail

National Highways Directorates involved in project

Division

Scheme Name

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Was a Departure Required?

NoYes

DAS Reference

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