Operational Efficiency

Save money, maintain service and improve outcomes

Cost savings and efficiency could not be higher on the political or business agenda. Huge cuts to public sector spending will be mirrored throughout industry as organisations look to reduce levels of indebtedness and continue to drive out of recession. Delivering efficiency is however never easy. Protecting front line services and the ''customer'' experience at the same time is also very tough. Great customer service and great operational efficiency are not however mutually exclusive. In fact it is likely that the most profound and deep seated efficiency programmes are those that have a strong focus on the maintenance of the customer experience as much as the delivery of savings. Approached in the right way there is a symbiotic relationship between efficiency and service.

At RPC we understand intimately the core components of most large scale front or back office operations. We have particular expertise in contact and back office fulfilment centres and also local government and utility front and back office environments. We understand how to gain efficiency through a focus on four key areas:

• Customers - access channels and strategy;
• People - recruitment strategy through to workforce management approach;
• Process - reduction in redundant steps, duplication and hand-offs; and
• Technology - from the evaluation of core CSI systems to the introduction of ''plug ins'' to support operational effectiveness;

We can rapidly identify a range of opportunities for improved efficiency in most environments. We will always segment these opportunities into ''quick wins'' medium and complex based on our complexity/valuation matrices. Our approach is always incremental taking the chance to deliver savings at the earliest possible opportunity and as part of this beginning the crucial change in ethos and culture necessary to sustain change and embed continuous improvement.

Our approach – the Efficiency Improvement Model

Our approach provides a structured framework for identifying alternative delivery approaches that will meet the needs of your customers as well as the organisation. The five key stages are illustrated below and they are designed to minimise the elapsed time between starting an Efficiency Improvement Programme and the identification of a road map of prioritised actions. Underpinning the key stages illustrated below is a continuous focus on risk management and the needs of the future change programme.

The EIM also incorporates many standard tools, processes, templates methodologies and solutions to support each phase. These tools encapsulate best practice, tried and tested solutions and simple and intuitive interfaces to include lean approaches such as Six Sigma. They enable us to deliver quicker, cheaper and more effective and sustainable solutions to the challenges you face. Our rich pool of subject matter experts includes people that have real life experience of identifying and measuring the critical aspects of an organisation''s current operating model.

Analysis –The ''As Is''

This phase provides the opportunity to collect the necessary operational and performance data for the services you provide

• to undertake detailed analysis of the data
• to conduct interviews with employees, managers and customers
• to develop hypotheses that explain the current issues faced by the business
• test the hypotheses identified in order to confirm the strategic issues that are affecting the business
• agree that the question under consideration is the correct one for the organisation

During this phase a high degree of interaction is required, with your customers and employees, which can be conducted via customer surveys, focus groups and interviews. This level of interaction is crucial to establishing how your current business process can be improved and for testing the hypotheses that are derived during this phase of the study. The comprehensive assessment conducted by RPC will focus on the following areas:

• Organisation structure
• Employee/customer satisfaction
• Financial and commercial framework
• Peer group assessment
• Mapping your current position
• Culture Mapping
• Understanding your operational performance
• Understanding supporting technology
• Base-lining current performance
• Identification of inefficiencies and inconsistencies
• Definition of quick-win opportunities

Solution Design -THE ''TO BE''

Building on the validated hypotheses then business improvement opportunities will be finalised and assessed to ensure that

• it fits with the needs of the organisation and the customers
• it is practical and capable of implementation
• there is a clear business case to help obtain organisational buy-in and to help sustain the change
• the implementation risks are understood and capable of being managed

Once assessed a recommended list of options would be compiled for consideration during the next phase. During this phase some of the key activities and deliverables would include

• Detailed Business Case Development
• Suggestions for a transformation roadmap
• Modelling the benefit glide path
• Defining the Future Operating Model (FOM) and Measurement Framework (MF)

The business case will be developed - highlighting the tangible benefits your organisation will harvest. RPC will present you with a clear and precise roadmap that will outline exactly what needs to be carried out in order to transform your processes and operating model. Our experts will model the benefit glide path and also define the Future Operating Model (FOM) and Measurement Framework (MF)

Prioritisation - When should the changes be implemented

The improvement opportunities will be reviewed with you and prioritised in order that a strategic implementation roadmap can be created. It is at this stage that the business benefits would be confirmed and signed off with more detailed consideration given to defining the risks associated with the change. This would include an assessment of your organisation''s ability to affect the recommended changes.

Implement – The transition

Once the ''To be'' has been defined and an implementation roadmap agreed, RPC are perfectly placed to help you get there. We have a wealth of experience in customer services, logistics, utilities, local government as well as within commercial and financial business areas. We use our considerable expertise to help our clients get to where they want ''to be'' - and will deliver the following to help you do likewise:

• Detailed transition plan
• Mobilise the transition team
• Stakeholder engagement
• An Agreed Communication Approach and Change Management Strategy
• Governance Structure inc Risk Management
• Delivery of the transition plan
• Implement the Benefits and Measurement Framework

Post Implementation Review – Did we deliver what we said we would?

The final stage of the project will be to conduct a post implementation review that seeks to determine

• If we achieved what we set out to do?
• If the stakeholder engagement and client satisfaction was acceptable
• If the benefits have been realised?