What is business process re-engineering?

1. What is business process re-engineering? The revision of processes which involves a redesign of business processes to achieve improvements in performance. Local Authority Performance Division Performance Development Team

2. What else makes a difference? PDT research shows there is a correlation between increased efficiency and business process re-engineering. However, research also suggests it is often a combination of initiatives which when implemented alongside business process re-engineering helps to make the real difference. Contributory initiatives identified include: • changing organisational structures. • improving performance management. • improving stakeholder management. • replacing IT systems. • training and providing guidance to staff. Local Authority Performance Division Performance Development Team

3. Our approach to helping you Key to our approach is ensuring managers and staff are involved in resolving the initial problem but also develop the future design and changes. This is how we do it. Applying a Lean* thinking approach, with on-going support from the PDT Consultant, your team may typically be involved in: • mapping existing key business processes • identifying areas of failure demand – processes that involve rework and waste • designing and refining business critical processes based on 3 change criteria: • improving customer service • increasing business efficiency • building staff capability and engagement • helping ensure all staff are aware of individuals’ roles and responsibilities • developing a culture that encourages the identification, appraisal and implementation of options that will deliver continuous improvement. *Lean is a management system which focuses activity, people and resources on serving customers and eradicating waste Local Authority Performance Division Performance Development Team

4. Criteria for making process changes Improving customer service • reduce the time to make benefit decisions • easy to understand process • fewer handoffs • information asked for only once • less paperwork to read and sign Increasing business efficiency • simpler process • less rework and duplication Building staff capability and engagement • team accountable for work allocation and problem solving • enhance role of team leaders to become performance managers Local Authority Performance Division Performance Development Team

5. Focus is making real customer improvements Rollout Driven and influenced by Metrics Lean Processes Waste driven out from everywhere Intense focus on the customer Flow created through processes Lean Management Improvement that is continuous Clear roles and accountabilities Performance management Supporting infrastructure Lean Behaviours Behaviour aligned to lean values Leadership at all levels High performing teams Sustained improvement Communications and project management The desired outcome: lean processes Local Authority Performance Division Performance Development Team

6. Practical example Bring the entire group together to review and design the end-to-end information gathering process Understanding the end-to-end current ‘As-Is’ from the customer and value view Housing Office ‘As Is’ process walkthrough Contact Centre ‘As Is’ process walkthrough End to End ‘As Is’ Process walkthrough Lean training session Postal Claim ‘As Is’ process walkthrough Designing the ‘To Be’ process for new claims and around what the customer values End to End ‘To Be’ High level design Housing Office ‘To Be’ Detail design Contact Centre ‘To Be’ Detail design Postal Claim ‘To Be’ Detail design Stakeholder workshops End to End ‘To Be’ Detailed design Local Authority Performance Division Performance Development Team

7. Case studies We have included some case studies where we have identified local authorities that have increased efficiency. There are often other initiatives too that have helped make the difference – we have highlighted these and the benefits each local authority has realised during the process transformation. Local Authority Performance Division Performance Development Team

8. Improving efficiency – case study 1 Local Authority Performance Division Performance Development Team

9. Improving efficiency – case study 2 Local Authority Performance Division Performance Development Team

10. Improving efficiency – case study 3 Local Authority Performance Division Performance Development Team