Strategy Day Fortune 500 Recruiter.
Background
- We worked with the UK Senior Team for a Fortune 500 recruiter, one of the largest in the world. Our work was to leverage their omni channel delivery and find further opportunities in the development of their candidate
care and sourcing function.
Deliverable
- We were asked to run a strategy day to get a future state vision, differentiators, scope and stakeholders’ views.
Activities
- Our intensive work with 23 senior leaders and managers provided a framework to enable change at both a tactical and strategic level.
Specific Benefits
- Our work was seen as foundational to building the new strategy and set about a programme of change that included people, process, data and technology.
Census 2011 Field Design – Office for National Statistics
Background
- Every ten years, The Office of National Statistics carries out a census in England and Wales. The design and delivery of field force (£130M budget) was a critical activity with a high number of variables and risks.
Deliverable
- In 2011, Kinetik Solutions headed up a joint project team tasked with delivering the high level principles for pay, recruitment and field structure for 30,000 temporary staff involved in the 2011 census.
Activities
- We took an iterative approach based on informed hypotheses and facilitated workshops to drive decision making in design.
- We worked with outside organisations (e.g. Tesco on pay) to get ideas on the best practice for both recruitment and pay in the private and public sector.
- We were data driven, continuously testing our assumptions. We involved a wide range of stakeholders in the validation of our design.
Specific Benefits
- Our design work was completed on time, and signed off by the Census Executive Team. The Census 2011 was deemed an operational success with no major issues in workforce capacity. Our iterative approach and stakeholder engagement process continued to be used by other workstreams within the Census project.
Census 2011 Operational Management Design – Office for National Statistics
Background
- Census 2011 in England and Wales was a £490M programme of work that involved operational design and the capture of 26M questionnaires sent to all householders and people in communal establishments. At its peak, the census had 35,000 field staff and 50,000 staff working concurrently.
- We were asked to facilitate the operational management hierarchy and ways of working during this intensive field period, with the Census Operations Board.
Deliverable
- Due to our work, the senior team was ‘battle-ready’ and able to make and cascade decisions more effectively during an intensive and complex operational period.
Activities
- Through a series of workshops, we facilitated the operational design planning for the Census Senior Leadership Team.
- Agreed on principles and ways of working with the team in order to improve management information flow and hierarchy, increase the scope of meetings and improve it’s processes and structures.
- We ran six scenarios that tested the operational management processes. Scenarios included elements of ambiguity and interdependent outcomes which both focused and tested fully the decision-making process.
Specific Benefits
- The Census Director said our work “made a real difference to the success of the census….showed excellent leadership ability, great communication and facilitation skills…delivered with tremendous energy, confidence and a high degree of sensitivity to people’s feelings.”
Lean Transformation – National Health Service
Background
- The Client was a medium-size hospital trust (£100M income, over 2000 staff) and wanted to embark on a Lean Transformation to improve patient quality whilst delivering value for money as part of becoming a foundation trust.
Deliverable
- Training of the executive directors in Lean Transformation, together with practitioners who would deliver change.
- Review of X-Ray Diagnostic as part of training.
Activities
- An intensive one-day introduction to board director and senior managers using both presentation and ‘going to see’ events.
- Two Practitioner events that included playing an experiential Lean game, value stream mapping and a 5S exercise within the X-Ray department.
- Assisted the Operations Director in transformational planning.
Specific Benefits
- Our training launched a further 26 improvement projects.
- X-Ray process became a walk in service reducing 2 weeks of wait times for patients.
- Almost 700 hours of work saved per annum by a simple change in process.
Looking at Operational ‘flow’ and collaborative learning environment – Large School
Background
- A well-known London preparatory school was going to deliver large scale changes to its infrastructure and wanted to ensure that they had a collaborative environment.
Deliverable
- We worked with school staff to identify impact on both student flows and classroom utilisation as a result of improved environments.
Activities
- We were part of the strategic meetings with school head, owner and architect to study the proposed change.
Specific Benefits
- As a result of our work, the school avoided a costly change of infrastructure once it realised that this would not facilitate flow of a timetable that would enable students to maximise learning.
- Our work also resulted in the school commencing a more thorough review of its capacity and work on infrastructural improvements that embedded student learning.
Web Recovery – Large Public Sector Organisation
Background
- The client is a large public sector organisation; a large number of problems developed when the organisation went live with its complex, data driven website.
Deliverable
- We were asked to support and advise the director on a ‘web recovery’ project and to ensure that the site and back office processes were stable and fit for purpose.
Activities
- We ran several workshops to understand the issues with the technology, business and publishing process.
- We carried out focused interviews to identify the root causes and set out recommendations for future large-scale projects in a report for the head of the organisation.
- We supported the team in delivering governance structures; we enhanced the processes to improve the quality and efficiency of their output creation.
- We carried out external stakeholder analysis and worked with the Head of Communications to commence a joined-up approach to stakeholder management.
Specific Benefits
- The recovery programme was seen as a success by the organisation, having achieved its purpose.
Bid for Hinchinbrooke Hospital
Background
- A large support services organisation needed assistance in a bid to run the first franchised hospital in the UK.
Deliverable
- We were asked to provide a lead on part of the tender bid, specifically in relation to Lean and Continuous Improvement solutions that would reduce the length of stay for patients.
Activities
- We carried out analytical work to compare the hospital length of stay (LOS) across all Health Resource Groups (HRGs) with the national benchmark and an associated hospital in the region.
- We carried out focus interviews with key staff at both hospitals to gain an understanding of the current work to improve LOS as well as ascertain the appetite for continuous improvement.
- We defined a detailed change methodology to deliver LOS savings
Specific Benefits
- We identified the potential of 20,000 bed days’ savings (20%) within 12 months and a further 30% saving within 24 months, with a defined method to achieve this.
- Even though the bid was not successful, the client gained a large amount of knowledge from the process. It has gone on to win other franchise awards within the NHS.
Setting up a Performance Management Framework and Facilities Management at a leading bank
Background
- The client managed the portfolio and facilities for over 2000 bank branches and 80 large buildings. A new performance management was needed along with an IT enabled system to support asset data and processes.
Deliverable
- Creation and execution of performance management framework to use across the whole of facilities management at levels of leadership, process and functional excellence.
Activities
- Brought the leadership team into a validated performance management framework that connected process measures to key performance indicators with a sustainable method to drive improvement.
- Designed lead & lag performance indicators across 20 core processes to drive customer focused targets, regular structured reviews and better use of data.
- Launching of 20 processes with a detailed implementation plan for rollout of a performance management framework with a high engagement of the process owner.
Specific Benefits
- The client managed to create and roll out key performance indicators, process performance indicators and supplier performance indicators in advance of implementation of its new IT system – saving significant costs that would have materialised had the changes not taken place.
World Class Commissioning Strategic Assessment – National Health Service Primary Care Trust
Background
- The client, a medium size PCT (£150M income), needed to undertake a gap analysis in tight timescales to understand more deeply the key functional and process gaps in its organisation. The assessment was part of the World Class Commissioning approach that the PCT was developing.
Deliverable
- Our analysis identified 36 specific gaps across 10 business functions and support processes (Board & Leadership, Public Health, Health Market Analysis, Clinical Leadership, Market Analysis, Pathway Design, Provider Selection and Management, Knowledge Management, Performance Management and Informatics). We identified a range of cross cutting themes around capacity, capability, behaviours and informatics across the organisation.
Activities
- We had working sessions with 17 senior managers and directors in an intensive 3 week period, using advanced workshop techniques to carry out an assessment of over 450 specific activities.
Specific Benefits
- Our gap analysis was fully accepted by the Senior Leadership Team and has given the organisation distinct purpose in improving its capability, culture and behaviours. Our analysis identified clear focus for the executive in its next step of prioritisation and implementation planning for presentation to the Strategic Health Authority.
Business Systems Selection – Construction Group
Background
- The client is a FTSE 350 business providing a range of services for the construction sector.
Deliverable
- Kinetik Solutions was asked to help with creating a tender for a business support system for one of the client’s divisions.
Activities
- We worked with all the stakeholders to identify the current and future processes, functional requirements, information and hardware requirements and created a robust tender. We created a high level assessment of potential suppliers.
Specific Benefits
- We created the tender within 3 weeks of commencement which was signed by all stakeholders.
Delayed Discharge of Care – Assessment and Implementation Plan – London council
Background
- A large London borough of Hackney had major issues in delayed discharge of patients from Homerton Hospital into social care services, with the proportion being 70% of all delays. They needed to understand the root causes of the issues.
Deliverable
- Kinetik was asked to help complete a current state assessment and identify key recommendations at a steering group meeting.
Activities
- We carried out an assessment via focused interviews with key members of staff that work within the process. Together with the team we identified 10 specific recommendations.
Specific Benefits
- We identified up to 5 days of delay due to the cumbersome funding process for assessment, and we pinpointed the lack of a proactive care team to manage discharge.
- As a result of the work we supported the organisation to come up with very practical and achievable recommendations that could be delivered in the short term. It also contributed to the overarching council strategy on driving end-to-end change in the whole discharge process.
Future State Process Design – Large UK National Charity
Background
- A large UK charity wanted us to facilitate workshops to understand its core competencies as part of its strategic review. We ran multiple workshops to look at their future state operational processes.
Deliverable
- The overall design, eliminated several process steps, by making better use of collaborative work to deliver better outcomes to customers.
Activities
- We ran 2-day workshops to come-up with future state maps, which included innovative ideas in the following areas: welfare provision, membership management process, member events, and rehabilitation and training.
- We created an agenda that allowed time and space for new thinking as well as collaborative learning.
Specific Benefits
- As new insights and opportunities were discovered , our work has helped to shape the overall strategic direction of the organisation,. This, over the long term will enable the organisation to make better use of its resources and assets.
- In some areas we have identified opportunities to become more efficient and effective with up to a 50% better use of resources.