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Process Innovation

Business Process Innovation – Private Bank

Background

  • We worked with a well-known and fast-growing investment bank in Sri Lanka to help them improve their operational processes.

Deliverable

  • We were asked to facilitate a diagnostic of operational processes, train 15 staff in Lean based continuous improvement and launch 4 projects.

Activities

  • We facilitated an operational diagnostic for the end to end process of Fund Management. Including interviewing staff, reviewing data and carrying out analysis from our cloud-based insight too.
  • We worked with the client team to identify substantial opportunities to improve valuation errors, duplicated activities, root cause for system bugs and cross functional capability.
  • We ran a 3-day training/workshop event using a ‘Learning by Doing’ methodology.
  • We worked with the client to launch 4 projects using the ‘A3’ lean approach, which was fully completed within 4 months.

Specific Benefits

  • The organisation leveraged our intervention to create an internal business process improvement team. This will act as a foundation for continuous improvement in process and IT improvements.

Business Process Innovation – Life Insurance Business

Background

  • We worked with a well known life insurance organisation in Sri Lanka to help ignite their transformational change programme.

Deliverable

  • We were asked to facilitate a diagnostics of operational processes, train 18 staff in lean and to identify a road map for a 2 year transformational plan for the business.

Activities

  • We facilitated an operational diagnostics for the end to end process of new quotations and proposals,   covering all stakeholders (customer, agent, branch and underwriting).
  • We identified substantial opportunities to improve turn around time, reduce rework, improve value to the customer as well as automate parts of process.
  • We ran a 5 day training event using ‘Learning by Doing’ methodology.
  • We launched 7 projects to make improvements using the ‘A3’ lean approach.
  • We created a transformational plan for change over 2 years with the leadership team, with 24 specific interventions.

Specific Benefits

  • The organisation extensively launched ‘Day Starts’ a method of daily continuous improvement to ‘fix today’s problems today.
  • The organisation is on track to reduce 10-25% in rework for key operational processes, with subsequent cost reductions.
  • The organisation’s customers will benefit from an improved experience in two specific areas of administrative process.

Business Process Innovation – Finance Business

Background

  • Kinetik Solutions was engaged to deliver work for a subsidiary of a well known and fast growing  ‘super brand’ in Sri Lanka.  The client primarily runs a vehicle and motorcycle leasing business in a competitive but fast growing market.

Deliverable

  • Our goal was to create a 3-year roadmap for change in the organisation while transferring Lean based methodology to the senior managers of the organisation including the CEO and help the client innovate a part of the leasing process identifying opportunities.

Activities

  • We worked directly with the CEO and a senior director to carry out a diagnostic of the operations of the business and run a 1-day workshop on the roadmap for change.
  • We carried out data analysis and stakeholder interviews across the core lease process, to identify key bottlenecks and opportunities.
  • We designed and delivered a four-day process improvement event to 25 senior staff in the organisation, transferring Lean knowledge with 15 tailored modules of training and structuring projects.
  • We helped identify and support 7 projects including for new leases including looking at demand variation, cycle time, customer complaints, standardisation of documentation.

Specific Benefits

  • The client reduced cycle time for new leases by 50% (for specific districts), reduced serious complaints by over 60%,  reduced amount of documentation for new leases by 30%, reduced registration of vehicle time by over 50% and ensured that all 100% of leases (was at  92%) had relevant insurance.
  • The client had integrated it’s technology/Lean Rollout, put in process measures for key processes and is on track to enhance its reputation significantly.

Igniting Process Improvement – Retail Bank

Background

  • The Bank is one of Sri Lanka’s fastest growing licensed commercial banks, offering a multitude of solutions across Sri Lanka’s consumer, SME, corporate and institutional markets.
  • Lean based Operational Excellence has become one of the five core pillars of strategy in 2014, with executive commitment.

Deliverable

  • Training of around 100 core staff in operational excellence skills over 3 years.
  • Launch of a self sustainable Green Belt Programme based on learning by doing.
  • Helping the organisation in developing a change roadmap.

Activities

  • Launch of operational improvement projects in new account opening and inventory management of consumables.
  • Data analysis & focused stakeholder meetings as part of insight work.
  • Intensive engagement with the Leadership Team to demonstrate the power of Operational Transformation and leadership required for success.

Specific Benefits

  • 20M rupees within first 12 months, with another at least 100M rupees validated savings accounted for 2017.
  • In its 2017 annual report the Bank stated “Ongoing focus on automating processes, lean initiatives and productivity improvements have borne fruit and the Group’s cost-to-income ratio improved to 52% from 56%”.
  • 14 days to 8 hours for new account process. 70% defects in new account data entry reduced to 0%, by cellular working.

Process Innovation – Global Outsourcer

Background

  • Kinetik Solutions was hired to deliver work for a Fortune 500 outsourcer in more than 125 countries with a turnover of over $10B. As part of the company’s core strategy Kinetik Solutions was taken on to deliver Business Process Innovation (BPI) across its whole non US business units.

Deliverable

  • Our goal was to be the catalyst for BPI setting out the methodology for process innovation. We were tasked to deliver the strategy for process innovation programmes across 13 client sites and train 200 people around the globe in 4 continents.
  • We worked directly with the Vice President and Senior Director to set out the road map of strategy, detailed options and opportunities.
  • We carried out operational data analysis to better understand the core areas of process improvement and set out a path for timing of interventions.
  • We designed and delivered tailored training and coaching across 9 of the company’s core countries (in multiple languages), including: Brazil, Australia, and China.

Specific Benefits

  • The client delivered $8.5M within 2 years, with a payback of only a year. The cost improvement and cultural change has continued in year 3 and beyond, with bottom line results surpassing expectation.

Igniting Process Improvement – Specialist Manufacturing Organisation

Background

  • Kinetik Solutions was hired for transformational change work for a specialist manufacturing organisation that has operations in the UK and Europe.

Deliverable

  • To ignite a LeanSigma based transformational change programme for the business across all sites, building a change team of 7 and commencing key projects.

Activities

  • We worked directly with Board of Directors to get engagement during a period of 6 weeks, ensuring sponsorship and understanding of the impact of change.
  • We conducted an intensive 8 day training event which was based on ‘learning by doing’ for 7 members of ‘Change Team’.

Specific Benefits

  • The client has started to use the newly trained Lean Champions to improve return on assets, by reducing costs in a way that is sustained.
  • Our training has been the prime enabler in helping the client make a clear strategic plan that increases revenue at a reduced relative cost.
  • We helped identify and ignite 7 change projects. Each Project is likely to yield at least 20% reduction in costs. We further identified overall reduction in lead times at 30% for key products. This will offer a more viable value proposition to their customers and improved reputation.

Census 2011 Field Design – Office for National Statistics

Background

  • The Office of National Statistics runs a census every ten years 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

  • Kinetik Solutions headed up a joint project team tasked with delivering the high level principles for pay, recruitment and field structure.

Activities

  • We took an iterative approach based on informed hypotheses and facilitated workshops to drive decision making. We worked with outside organisations (e.g. Tesco on pay) to get ideas on best practice, both in the private and public sector. We were data driven, throughout, using and testing our assumptions. We involved a wide range of stakeholders in the validation of our design.

Specific Benefits

  • The whole design was completed on time, and signed by the Census Executive Team. Our iterative approach and stakeholder management have been used by other projects within the division.

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 operations period.

Activities

  • Through a series of workshops, we facilitated the operational design planning for the Census Senior Leadership Team.
  • We helped the team to agree principles and ways of working during operational management, in order to improve management information flow and hierarchy, the scope of meetings its 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.”

Digital Strategy – Large Public Sector Organisation

Background

  • The client wanted a plan for its strategy for disseminating information through its web and digital channels.

Deliverable

  • We were asked to put together a road-map for the strategy development which was agreed by the board.

Activities

  • We used a ‘scan focus act’ method to create the road map, including understanding the latest technology and thinking, external to the client.
  • We carried out focused interviews with key players.
  • We developed a strategy and implementation road-map with the buy-in of influential people in the organisation.

Specific Benefits

  • The client had a fuller picture to help drive its strategy forward and a validated road-map to deliver it.

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, and designed 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 & training.
  • We created an agenda that allowed time and space for new thinking as well as collaborative learning.

Specific Benefits

  • Our work has helped and shaped the overall strategic direction of the organisation, as new insights and opportunities were discovered. 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.

Improving Capability and Capacity in Programme Management – Office for National Statistics

Background

  • A large public sector client needed to carry out a review of its major Programmes and Projects (PPM) to understand its capability and capacity to deliver future change. Its Major Programmes and Projects took up 25% of its yearly budget.
  • Our piece of work was to prepare for a formal assessment, setting out the scope and plan of the work, as well as setting out the timeline and resources to carry out the assessment.

Deliverable

  • To set out a client plan for formal assessment recommending expert suppliers, resources and timescales, as well as carrying out some initial analysis to identify emerging themes.

Activities

  • We analysed data around current PPM to understand the splits between project groupings and resource constraints.
  • We ran focused other key stakeholders to understand the major themes that the potential review needs to take.
  • We ran multiple collaborative workshops to focus stakeholders’ views on the current state and plan for the future assessment.
  • We reported on emerging themes from the workshops to the ONS Senior Team.

Specific Benefits

  • We had excellent feedback from the Director General and Senior Directors, with the client having a clear sense of direction regarding the completion of work on Capacity and Capability.

Identifying Quick Wins for Change – Local Council

Background

  • We were asked by Milton Keynes Council (serving a population of 250,000) to identify Quick Wins in its Maintenance Portfolio as part of its long term strategy to reduce overall costs in this service.

Deliverable

  • To carry out an assessment of opportunities for improvement for Milton Keynes Council in its maintenance of street furniture.  

Activities

  • We carried out a review over 4 days; working and engaging with key staff members. We specifically looked at opportunities to resource pressures whilst maintaining or improving quality of service.

Specific Benefits

  • We identified 24 specific opportunities for improvement.  These ranged from minor changes to IT,  equipment investment to better resource allocation. 17 of these were identified as low costs with high benefits (less than 5K investment and delivered within 6 months). As a result we helped launch 4 projects for change.