Business process re-engineering process underway for refurb and capital programme
New operating model developed and implemented in conjunction with overall TBPR exercise
THE ORGANISATION
Major Transmission Business Process Re-engineering exercise underway within the UK based Electricity Transmission and Gas Distribution business, in preparation for a major refurbishment and capital programme.
THE ISSUES / PROBLEMS
Need to review the Land & Development Group's (L&DG) operating model to ensure coherence with the overall TBPR exercise
L&DG had inherited two different 'cultures' for Electricity and Gas
Organization structure, resources and locations out of balance with current workloads
No visibility of or structured planning for future workloads
Different processes and working practices operating at different locations
Poor management information and reporting
L&DG seen as important but too 'self-contained' within the business
PROJECT ACTIVITIES
Established internal change management team
One-to-one interviews with key Directors and Operating Managers within L&DG and with interfacing functions
Mapped and reviewed existing business processes at identify current weaknesses, differing working practices and opportunities for efficiency improvement
Identified key areas of operational risk, both internal and external
Critically examined performance data to evaluate the impact of existing processes weaknesses on current performance
Constructed a workload evaluation model - evaluated the current workloads within the department, assessed how / where time / effort / resources were being consumed and the resultant performance outputs
Examined in-house vs. outsourced options for key activities
Used the information generated to carry out a comprehensive Strengths, Weaknesses, Opportunities and Threats workshop with key L&DG staff plus interface representatives
Carried out a series of re-engineering workshops involving key staff to develop an improved 'To-Be' operating model including:
Simplified and consistent processing at all locations
Improved organization structure and distribution of resources
Improved internal interfaces and communications
Quantified the efficiency improvements and associated financial benefits
Defined the detailed implementation plan for delivery of the 'To-Be' model
Provided one-to-one coaching to key L&DG managers throughout the duration of the programme
PROJECT RESULTS
'To-be' operating model fully defined – high degree of internal ownership
Improved confidence and morale amongst managers and staff
Greater degree of integration between L&DG and interfacing business units
Significant financial benefits identified from:
Increased L&DG staff productivity
Improved governance and control over easement negotiations and damages claims
New operating model now being implemented in conjunction with overall TBPR exercise