How to build internal Operations Excellence capability at all levels of your organisation?
Finance Shared Services
Three government bodies had joined with a private sector partner to realise benefits from shared service in Finance & Accounting.
The first task of their joint venture was continuity of delivery to end users whilst rapidly reducing over-capacity by closing sites and amalgamating functional activities into new centres of excellence (CofE). It was anticipated that waste existed in the systems of work due to inefficient processes, duplication and inconsistent standards of performance.) A goal was set for the first year to realise benefits of over 200 full time equivalent (FTE) headcount savings, thus bringing operational costs to acceptable levels. Six months into the programme it was still unclear as to:
Of most concern was the lack of clarity on which sites were to remain as CofE. It seemed increasingly likely that the TOM would not be achieved for these sites with significant risk of financial and consequential losses. These sites were anticipating new workloads from the closing sites but also losing some existing functions to other CofE. Many people had accepted offers to leave over the coming year. It was unclear if those leaving were:
Future operational capability was clearly at risk…
Reinvigoration put in place a small team to work on the ground with management and staff at those sites designated CofE. The first requirement was to establish the baseline position:
The approach was characterised by: interviews; analysis; checking; validation; relationship building; frequent feedback; deep dive into issues; guidance on best practice; challenge / iconoclasm. The Tools and Techniques used included:
The team produced reports on all the findings including management information and recommendations for further action.
The results of the project were significant with all project targets and deliverables achieved
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