late Start Alerts

1. Improved Alerts Management late Start Alerts

2. Key Messages • High number of alerts being created within Controls. • Many alerts aren’t currently adding value and others are not understood – therefore no drive to find a more permanent resolution and maximise the benefit that the Alert process should bring. • A new trial in NW region has seen Late Start Alerts reduced by over 50% due to • Launch of a new dashboard to give greater visibility of alert information and trends • More focus from Controls to allow them to concentrate on providing more detailed notes • Action plans created for FLMs which allowed them to analyse and use data provided to maximum effect. Next steps • National rollout planned to start XXXXXX • Suspend visibility of Stop Alerts work in Control’s • Rollout RBL dashboards • Provide timely and informative Late Start Alert analysis for FLM’s and Control’s. Continued support • 8 weeks of continued support • Provide a Dashboard Report giving RBL’s, FLM’s and Controls visibility of their work area and enables them to drive a reduction to the volume of Alerts. • Reduce Non-Value Add Alerts freeing up time in Control’s to focus on providing a higher quality output from Alerts that drive value ie Late Start Alerts. • Provide current and historic trending to FLM’s and RBL’s regarding Late Start Alert patterns and help create an Action Plan for each FLM and Control to work to that will enable them to manage reductions. • Support and coaching to both Control’s and FLM’s. • Create a culture of learning from the Day+1 MIS reports.

3. Improving Alerts Management is beneficial to all Alerts are a key area of the Proactive Controllers role in support of jeopardy management (and Duty of Care). In the ‘You Said, We Listened’ sessions that FLM’s, Controls and Engineers asked for better management and understanding of Alerts. They also said that there are too many Alerts to manage which is a barrier to the quality management of the Alerts and there is little or no learning/benefit implemented as a result. • FLM’s said they wanted: • • Quality notes on Alerts that add value. • • Clearer concise notes on the report from Control. • • All Alerts to be actioned (too many Alerts are just Read). • Less Alerts categorised as ‘Other’. • Control’s said they wanted: • Quality progress notes from engineers. • Consistent use of Day+1 report by the FLM. • To be confident their work is acted upon by FLM’s. • Engineers said they wanted: • Greater clarity and consistency of Alerts management • Support from FLM’s to deal daily issues highlighted by Alerts Improving Alerts Management aims to drive reductions in the levels of non value add Alerts experienced, to improve our response to Alerts and to ensure we use the insight gained to make the required improvements…

4. A new and improved Alerts Management process Support and coaching on alert management to both FLM's and Control's, this also includes individual action plans for each individual FLM and Control Managers. Provision of a temporary reinforcing Alerts Dashboard which enables Controls/ RM and FLM’s to easily identify Alerts trends to help improve the process and provide coaching to help avoid reoccurrence (as a supplement to the NWOW day +1 review process). • Temporary suspension of the requirement for the ‘Proactive Controller’ to respond to Stop Alerts (a 5 week enabler from the start of the rollout): • Analysis and feedback identified that the ‘Stop outside Task Vicinity’ Alerts were adding limited value when compared to the investigatory time spent. In ALAK5 this freed up 30% of time in Control’s managing Alerts and allowed focus on providing quality Alert management of the other Alerts. Conducting a review of all Alerts to try and reduce non-value add work (Stop and Com Due are specific areas of focus). We will also detail alternative solutions where possible to try and make the whole process fit for purpose, ensure that we are compliant with the NWOW process and deliver the maximum benefit from the Alerts. One of the essential areas of support is from the Controller, so what does the improvement approach mean for them and why should they respond to Alerts…

5. A controller prioritising more time to manage Alerts effectively can help assure potential production time is not lost which ultimately can help avoid resource escalations through the day… Take one day: 25th March 2011 OUC: ALA99 Late Start Alerts: 15 Min. time unaccounted: 7.5 hours Alerts Managed: 5 Alerts Read Only: 10 Value in Alerts is dependant on the Action taken by the Control. For FLM’s to be able to manage reductions in Alerts, and therefore make the Controller’s job easier by adding more productive hours back into the engineers day, the FLM needs to see correct Action Codes and quality notes as to the root cause of the alert. This then allows the FLM/ RM and Controls to manage and address behavioural and process issues. For the information detailed above the FLM would not have had any benefit from the 10 Read only Alerts. However they would have been able to address the behavioural issues with 4 out of the 5 of the managed Alerts, as in all of these, it was noted the time the 1st GPS signal was received, an average of 45 minutes after their scheduled start time. The trial in the North West has shown that when Control’s, FLM’s and Engineers work together to ensure we get the most out of managing Alerts we can make reductions in the volume of over 50% in a short period of time. Which then helps free up more time for the controller. The 7.5 hours on this day could have saved the Control from having to make escalations to resource jobs at the end of their working day. The Control, Engineer and the Customer all end up having a better day 