Design of Customer Centric Processes

LSI carried out a discovery programme, which both highlighted opportunities and created a platform for staff engagement and recognition of opportunities.

We observed that process efficiency was hindered by poor planning and limited workflow organisation:

• Limited ‘front foot’ activities (planning / supervising)
• Planning activities inflated by travel times
• Large admin component for team leaders
• Layout of yard and raw materials pick up hindered field crew productivity
• Turnaround time targets were not met far too frequently (31%)

This was followed by an extensive process redesign phase, engaging widely across the business, and providing detailed process design.

Redesign

• Defined a customer-centric service model, based on agreed service principles
• Developed and widely socialised proposed redesign
• Oversaw the development of supporting documentation
• Documented implementation steps, including internal change management

To ensure a successful implementation on this project, LSI:

• Set up SME teams and coached them to substantially question and transform core customer facing processes
• Set up a Champions team to lead internal change
• Worked closely with the Executive Team, including fortnightly presentations, to progressively sign off change