Hello,

I'm Robert Chapman

Business Improvement Specialist

Robert Chapman - business Improvement Specialist, Lean Six Sigma Black belt holder

My name is Robert Chapman, a Business Improvement Consultant of over 10 years now. I have been supporting businesses in their process, continuous and business improvement journeys in a range of different ways. Feel free to explore my site to learn more about who I am, the projects I have delivered and the impact I have made – and, how I can support you and your business today.

More about me

robertchapman02@gmail.com

(+44) 7857288699

Hello,

I'm Robert Chapman

Business Improvement Specialist

My name is Robert Chapman, a Business Improvement Consultant of over 10 years now. I have been supporting businesses in their process, continuous and business improvement journeys in a range of different ways. Feel free to explore my site to learn more about who I am, the projects I have delivered and the impact I have made – and, how I can support you and your business today.

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About Me

Call me Robert

As a business improvement specialist for over a decade now, I have racked up a range of project and programme wins, delivered more efficient and effective processes, and have improved the operational and organizational excellence of many organisations.

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Medium & large projects delivered

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Small changes & quick wins delivered

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Workshops facilitated

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Staff trained on lean six sigma (in person)

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New processes designed and delivered

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Processes mistake proofed & improved

Career history

Experience

Below are a series of videos detailing the organizations I have worked with, the projects I have delivered for them and the impact of those projects.

Bryan Cave Leighton Paisner

September 2022 – September 2024

  • Led on the service optimisation GBS programme, spearheaded by the delivery of ServiceNow. This was conducted in RII, IT, Secretaries, Creative Services, Recruitment etc.
  • In the GBS programme I mapped out all as-is and to-be processes, facilitated all workshops, conducted waste & improvement reviews of processes and delivered the recommendations.
  • I also conducted voice of the customer surveying and interviewing, used the data to further standardise processes and build ServiceNow into the operations successfully.
  • Ran a service optimisation piece for the Pitches & Pursuits MBD Team. This saw me process mapping the as-is processes, recommending improvements and identifying areas of risk.
  • It also saw me running root cause analysis workshops, mapping out the to-be state processes and reforming the current state by reducing waste and standardising across locations.
  • Separately from GBS, I ran a Litigation project to identify a new system to bring together 4 teams, address critical data concerns and reduce waste and manual work in processes.
  • This project successfully deployed a new software offering into the Docketing, Pleadings & Records Team, reduce 5 FTE worth of manual work & saw data accuracy rise from 20 to 80%.
  • I ran the CLE (Continuing Learning Education) review project. This involved mapping all as-is processes (by state), conducting voice of the customer work and facilitating workshops.
  • From this, an 8 wastes analysis was conducted, 50 improvement recommendations submitted and supported through to delivery – increasing the value-adding work completed.
  • Supported the Innovation Team on delivering the AI Tool Orbital Witness by gathering business requirements, conducting voice of the customer and redesigning the as-is process.
Landsec

September 2021 – September 2022

  • Led on the service optimisation programme called Enterprise. This was an internal programme focused on saving £20million over 5 years from the service charge budget.
  • Launched a series of business improvement initiatives around continuous and process improvement, lean six sigma and operational excellence – all to drive quality & savings.
  • Conducted a process review of the Insurance Claims Process, mapping out the as-is, conducting an analysis and identifying a £300,000 saving by not writing off certain claims.
  • Built out the new Section 20 Residential Process which had previously not existed. This led to £750,000 of savings by capturing missing rent, poor invoices and incorrect information.
  • Completely redesigned the Service Charge process by mapping out the as-is, conducting a full analysis, submitting my recommendations for approval and then delivering these in full.
  • This saw changes to billings, communication with Centre Managers, changing of deadlines, a shifting forward of the payment timelines and better technology to pay, track and report.
  • Facilitated the workshops and led on the initiative to design and build out the new Service Operating Model, marking a huge shift in Landsec’s fundamental model of doing business.
  • Rolled out a Quality Training Programme by training 20 staff members of our 3rd party facilities teams who went on to deliver dozens of Lean Six Sigma projects, of which I oversaw.
Marsh & McLennan Companies

March 2018 – September 2021

  • Ran a series of process, service and operational optimisation processes as part of a wider, global quality programme of work, focused on Business Support Service functions.
  • Delivered a series of RPA /automation projects to automate large scale global processes such as the Global Compare Process, Payroll Data Checking Process and Error Resolution Process.
  • These projects saw me building out the PDD, supporting developers with the SDD, mapping as-is and to-be processes, overseeing the implementations & savings 1000s of hours.
  • Ran the improvement of the UK Payroll Team project which saw payroll accuracy rise from 97% to 99.8%, colleague complaints plummet and errors and defects almost eradicated.
  • As part of this project I offshored 5 FTE worth of work to a brand new team in India, visiting them myself to train, support and embed best practice alongside other quick win initiatives.
  • Transferred our HRSS contact centre from London to Warsaw, assisted on the creation of the Workday 24/5 helpdesk in Manila and managed the closing of the Dublin HRSS operation.
  • Ran the overtime reduction project which saw the US Payroll Team’s overspend of $160,000 annually reduced to below budget, running the project through my Lean Six Sigma Black Belt.
  • This project involved me visiting the Kentucky office for 2 weeks, embedding myself in the team, mapping several as-is and to-be processes, running Kaizen events & many workshops.
  • Rolled out ServiceNow for our global Payroll & Contact Centre Teams, mapped all as-is and to-be processes, owned the relationship with the consultants and banked process savings.
  • Rolled out a Quality Training Programme by training 8 Payroll & HR team members who went on to deliver dozens of Lean Six Sigma projects, many of which I mentored and oversaw.
Skanska

July 2014 – March 2018

  • Supported on the delivery of a programme of continuous improvement work across the OneAlliance Partnership between Skanska and Anglian Water, both internally and externally.
  • Lead of the WNI governance project to unblock projects which had been stuck in governance loops for years. This saw the number of projects stuck reduce from 27 to 9 over the period.
  • This was achieved by tracking what was happening in each project, supporting the regional managers with their issues, identifying bottlenecks and rework loops and removing them.
  • Assisted the WI Team with their workflow process which was causing their projects to delay, get stuck in separate governance loops and a raft of comms & document issues.
  • The as-is workflow process was mapped, analysed and the to-be drafted after ideas for waste removal were presented – with the changes removing almost all bottlenecks & issues.
  • Visited several water infrastructure project sites to work with the on-site teams to identify their pain points, issues and concerns, and what was causing time delays for their projects.
  • Ideas were presented and a series of on-site initiatives were launched, seeing time freed up for the on-site teams, including digitalisation of documentation, timesheets, governance etc.
  • Delivered extensive new reporting on the reliability of sites, waste and rework, the progress of projects through governance structures and issue, error and fault reporting – all new.
Zellis

July 2012 – July 2014

  • Drove forward a change agenda launched by the Centre Leads, aimed at improving operational excellence, finding financial and efficiency savings and delivering projects.
  • Tackled the poor customer satisfaction rating of the centre, moving the score from the original 30% to 80% over 1 a year period, and improved responsiveness to over 90%.
  • This was done by improving the survey, improving the messaging around it, using the data to make actual changes in between each 6 month survey and targeting specific quality issues.
  • Owned the transfer of work from the Client Support Centre in Peterborough to Kochi in India, seeing over 10 FTE worth of work move – owning the project plan, meetings and work.
  • In parallel to this, I supported on the reduction of the Peterborough Centre size from 60 FTE to 50 FTE, reforming processes, creating SOPs, training the new staff in India, all successfully.
  • Led on the project to move the Zellis Benefits Helpdesk from Cluj in Romania to the UK. Involved visiting Cluj, receiving the training, readying the UK team and reforming processes.
  • Tackled the large case backlog problem seen by our client facing referencing team. This involved mapping as-is processes, redesigning the case workflow and changing the org.
  • Assisted in the roll out of new internal systems for contract management, time management, HR and disaster recovery, and set up the dashboards and intelligence reporting from them.
Centralis

May – June 2024

  • Facilitated 60 process mapping workshops to map out over 100 processes in Client Services, Finance, IT and Business Development over 6 Jurisdictions (UK, LUX, NED, IRE, HUNG, SWIZ).
  • Gathered over 250 pain points, opportunities and areas for improvement, as well as documenting all systems used, purchased but not used and those in need of an upgrade.
  • From this, I pulled together a detailed recommendations report, presented it to the CTO and the Board, including a plan of action for how to approach any required changes.
Gi Group

April – September 2021

  • Assisted the CTO in the building out of the business improvement function for the business, a brand new function aimed at instil operational excellence and improve into operations.
  • Established a business improvement working group involving senior and regional managers from the business. This ran twice a month to bring ideas to the fore, discuss and deliver.
  • Established a business improvement portal for the business to be able to submit their improvement ideas and received over 100 in 6 months, of which I ordered by priority.
  • Launched 20 business improvement projects of various sizes, supporting the various teams regionally and head office with their deliver, training them and mentoring their work.
  • Projects included the digitalisation of candidate induction process, digitalisation and automation of new candidate registration process, reduction of process waste etc.
  • The work also saw me building out key project documentation such as project, stakeholder and communication plans, programme trackers, project charters – and running initiatives.

Qualification

Education

Hudson & Hayes

July 2023

Target Operating Model

Explored designing principles, tools, cultural change, and digital model construction.

Marsh & McLennan Master Black Belt

April 2019

Lean Six Sigma (Black Belt)

I was trained by an internal Master Black Belt through the MMC Lean Transformation Program. My project focused on reducing overtime spend by the North America Team from $160,000 annually to under $80,000 (the budget was $80,000). Following my project, overtime spending decreased by 90%, resulting in a saving of $144,000 and a 75% reduction in next year’s budget.

Trained by the British Standards Institute (BSI)

April – May 2017

Lean Six Sigma (Green Belt)

I’ve studied the Define, Measure, Analyze, Improve, and Control (DMAIC) methodology, various process and root cause analysis tools, and effective approaches to understanding the voice of the customer.

Skanska Master Black Belt

October 2016

Lean Six Sigma (Yellow Belt)

I dedicated 3 days to mastering Lean and Six Sigma tools, equipping myself to deliver business improvement solutions, facilitate workshops, and achieve targeted metrics.

London School of Economics and Political Science

September 2009 – June 2012

Sociology BSc

I covered modules in Human Resource ManagementStatisticsResearch MethodsWorkManagement and GlobalizationSociological Theory, and Contemporary Society.

Services

What I Do

Process Improvement

Deep dive into processes to identify and reduce waste, increase value and design and deliver reformed or new processes.

Process Mapping

Using a range of tools such as Visio, LucidChart, BPMN or Nimbus, map end to end processes to level 3 or level 4 detail.

Continuous Improvement

Delivery of the mindset, the projects and the methodologies (such as PDCA) into teams, projects and wider programmes.

Business Improvement

Improve to transform business operations through the delivery of projects, new systems and better ways of working.

Business Analysis

Gathering business, process and team requirements and converting these requirements into clear, actionable insights.

Root Cause Analysis

Identifying and resolving defects, establishing good control measures and mistake proofing processes for the long term.

Lean Six Sigma

Designing and running of end-to-end DMAIC projects, saving time and money, reducing errors and waste and improving outcomes.

Project delivery

Defining and delivering end-to-end projects, including managing the people, documentation and timeframes through to completion.

Testimonials

What my clients say

Susan Whitla BCLP

Robert was brought in to support us on the Service Optimisation Programme of work. Within weeks of joining Robert had already exceeded my expectations. He built out a new methodology and approach to the programme, he had scheduled all project kick offs, workshops and team meets way ahead of schedule. He also began to sell the vision of the programme to others within the business quickly, helping us to get tougher to move departments on board. Robert was confident, accommodating and dedicated from day 1, and his work within BCLP has left an impact that will be felt across our operations for years to come.

Tim Hollands Landsec

Not daunted by the significant challenge we faced, made worse by rampant inflation and a range of cost pressures, Robert supported us on delivering the Lean Programme across Landsec operations extremely well. Bringing his expertise in Lean and his natural way with people through to this role, Robert engaged countless team members on this Lean journey. The training, the workshops, the improvements made, the delivery of projects – all were done above and beyond what Landsec had anticipated. Robert is an asset to any team and will bring huge value far beyond your expectations. If you want someone who rolls up their sleeves, gets on and delivers, Robert is your guy.

James Breathnach Centralis

Robert got on with the job of process mapping Centralis operations literally from day 1. From scheduling over 100 workshops, mapping over 200 processes and collecting 250 pain points, within just 2 short months, he managed to complete all of the work set out as part of this piece. He also added additional value by conducting extensive analysis of the processes, gathering more information than had been requested and leaving us with a detailed recommendations pack of how to improve and proceed going forward. Centralis will definitely be calling upon Robert in the future as our operational excellence programme continues.

Ben Cuthbert Be you personal training studio

After partnering up with Robert through a series of workshops and review sessions, we came out with a clear set of improvement recommendations to deploy to help us move our business forward. We have now established a lasting partnership with Robert because of the professionalism shown, the sheer extent of his knowledge on Business Improvement related topics and how accommodating he was. Would highly recommend!

Jade The Saddle Bank

We worked with Robert to help us deliver a series of projects around error & defect reduction, process reform & improvement and training our team members on Lean Six Sigma. We could not speak more highly of the service we received from Robert. From planning to execution, the projects were run so diligently, we were always communicated with effectively in terms of progress/blockers and it felt like a genuine partnership. Since working with Robert, the key metrics we set out as part of those projects have all been achieved and exceeded, with brilliant controls in place, helping our business avoid repeating any past mistakes. When the time is right, we will be working with you again. Thank you

Sammie Dauer Marsh & McLennan

We worked with Robert to help us deliver a series of projects around error & defect reduction, process reform & improvement and training our team members on Lean Six Sigma. We could not speak more highly of the service we received from Robert. From planning to execution, the projects were run so diligently, we were always communicated with effectively in terms of progress/blockers and it felt like a genuine partnership. Since working with Robert, the key metrics we set out as part of those projects have all been achieved and exceeded, with brilliant controls in place, helping our business avoid repeating any past mistakes. When the time is right, we will be working with you again. Thank you

Nyree Stanley Skanska

As a Continuous Improvement Lead within the @oneAlliance, Robert delivered many projects and initiatives. He gained a reputation from within his direct team and those whom he supported as being someone who is focused, diligent and gets the job done. I got to know Robert very well whilst he worked with us at Skanska, and through that time saw someone who is motivated by hard work, successful outcomes and complex projects and challenges. He was an asset to Skanska, to the @OneAlliance and will be to all companies he works with.

Amanda Fretwell Zellis

Zellis was Robert’s first foray into the Business Improvement space, where he worked with us as a Change Analyst. I believe this set him up well for a successful career in this space, given that he took to this line of work like a duck to water. Robert delivered a range of really successful projects, including reforming our new business onboarding process, the roll out of our incident management software and the reduction of backlogs of work within our reference team. All projects that significantly moved the dial for our operations, and for that we are grateful for Robert’s stewardship.

My Contact

Contact Info

Feel free to reach out—I’d love to connect!

London, England, United Kingdom

Want to discuss further?

Reach out to me today for an initial chat.

© Robert Chapman. 2024. All rights reserved.

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Project catalogue: Robert Chapman
Please note: Evidence of and work completed for each of the projects can be provided upon request / during any scheduled meeting, as can further verbal detail. This detailed list covers off the key projects delivered, but there are many other mini-projects and supporting actvities not included
Project nameClientArea of businessSpecialismProject sizeAim of projectKey actvitiesOutcome
Service Optimization Part 1BCLPResearch, Information & IntelligneceOptimizationLargeDelivery of ServiceNow, optimizing the service, improving process performance, standardizationMapping of processes (as-is & to-be), facilitating of workshops, managing project team, standardizing workflows, owning vendor relationshipServiceNow delivered, global processs standardized, all processes mapped, reformed and delivered afresh
Service Optimization Part 2BCLPPitch & PursuitsOptimizationLargeDelivery of ServiceNow, optimizing the service, improving process performance, standardizationMapping of processes (as-is & to-be), facilitating of workshops, managing project team, standardizing workflows, owning vendor relationshipServiceNow delivered, global processs standardized, all processes mapped, reformed and delivered afresh
Service Optimization Part 3BCLPCreative Services & SecretariesOptimizationLargeDelivery of ServiceNow, optimizing the service, improving process performance, standardizationMapping of processes (as-is & to-be), facilitating of workshops, managing project team, standardizing workflows, owning vendor relationshipServiceNow delivered, global processs standardized, all processes mapped, reformed and delivered afresh
Bio Management Process reviewBCLPMarketing & Business DevelopmentProcess ImprovementSmallMap the current process, review for opportunities, recommend changes & deliver changesMapping of processes (as-is & to-be), mapping of customer journey, workshops facilitated, improvements porject managedImprovements included increased accountability /responsibility, less departments involved
Internal customer process reviewBCLPMarketing & Business DevelopmentProcess ImprovementSmallMap the current process, review for opportunities, recommend changes & deliver changesMapping of processes (as-is & to-be), mapping of customer journey, workshops facilitated, improvements porject managedImprovements included shifting lines of responsibility, standardizing working practices, customer touch points
Creation of project management methodologyBCLPProcess & QualityProject ManagementMediumDesign and deliver a new methodology to manage the Service Optimization projects internallyDesign of methodology workshops, methodology designNew methodology designed and rolled out, covering all aspects of project and change management
Current Operating Model mappingBCLPDPS, Creative Services, Secretaries, VizualisationBusiness AnalysisSmallUnderstand the current operating model of the departments in question to enable to design of the future stateOperating model definition work, running of workshopsAll models mapped, covering services, customers, KPIs, channels, org structure, culture, systems etc.
Voice of the Customer surveyingBCLPPitch & PursuitsVoice of customerSmallGather the voice of the end users of the Pitch & Pursuits service, including Partners & other members of MBDCreation of VOC survey, running of survey, recommendations deck creation, project management of changes (all aspects of PM work)Survey results analyzed and presented back, findings showed a range of challenges to be addressed, worked for 3 months to deliver
Voice of the Customer surveyingBCLPCreative Services & SecretariesVoice of customerSmallGather the voice of the end users of the named services, including Partners & Business ServicesCreation of VOC survey, running of survey, recommendations deck creation, project management of changes (all aspects of PM work)Survey results analyzed and presented back, findings showed a range of challenges to be addressed, worked for 4 months to deliver
Secretaries restructure & reformBCLPSecretariesBusiness ImprovementLargeRestructure and standardize the Secretaries, ensure service is universal, clearer lines of accountability, faster delivery of service to PartnersOperating model design work, process mapping (as-is & to-be), process standardization, voice of the customer gatheringSecretaries restructured into pools per US city, request submitting standardized into ServiceNow, processes streamlined
LitigationBCLPLitigation
Robert Chapman:
Bringing together Docketing, Records, Research & Knowledge Management
Business ImprovementLargeBring together 4 departments for 1 solution, identify a new system to produce better data, reduce waste, improve performanceGathered process, business and technical requirements, put out an RFI, ran several workshops with vendors, mapped processesA system was chosen and brought into the business. This saw a 7 FTE reduction in workload, data quality improved 50%
Competitive Intelligence process reviewBCLPKnowledge ManagementProcess ImprovementMediumSecure a clear definition of what competitive intelligence is, agree a process, standardize across geographiesMapping of future state process, process design, facilitating of workshops, focus groups & interviewing of interested stakeholdersCompetitive Intelligence definition agreed, new process signed off and rolled out, geographic differences removed
Continuous Improvement TrainingBCLPProcess & QualityTrainingSmallDeliver continuous improvement training post any major change project to officially hand over the new process to the teamCreated a continuous improvement training pack, delivered training to teams directlyTeams involved in projects which saw a change to their operations trained in continuous improvement to support the change
CLE (Continuous Learning Education) reformBCLPLearning & DevelopmentProcess ImprovementLargeReview & reform the CLE process, standardize the approach across the 13 included US states, reduce pressure on small teamMapped current state processes, designed standardized approach, ran workshops, researched the differences per state, delivered changes1 FTE worth of work freed up, where possible state processes standardized, culture of team improved (encourage questioning)
Mapping of central servicesCentralisFinance, Commercial, IT, Business ServicesProcess ImprovementLargeTo map all current state processes for 6 jurisdictions within aforementioned areas of the business (UK, Lux, Ned, CH, FR, DE)Ran workshops with teams, mapped current state processes, collected list of pain points and opportunitiesAll 200 in scope processes mapped, all issues and pain points collected - to secure multimillion pound investment boost
Royal Mail process reformGi GroupRecruitmentProcess ImprovementMediumTo reform the end to end process delivered for the Royal Mail client, to streamline, automate and digitalize the process in fullMapped the as-is and to-be processes, tested automation and digital options with the team, conducted candidate experience walkthroughsA new process was deployed, all paper based work digitalized, new system & database deployed, vastly improved candidate experience
Business Improvement Network set upGi GroupLeadership TeamBusiness ImprovementMediumSet up of a Business Improvement network across the company, identification of participants and building of frameworksBusiness case for network created, liaised with Leadership Team frequently, created network structures & set up the team membersA network established (first for the company), guidelines around the role of the network and practicalities set up
Time constraint reductionsGi GroupOperationsDefect ManagementLargeTo reduce time constraints and resource pressures on the operational teams ahead of the peak, free up resources without extra hiringProcess mapping, focus groups, interviews, recommendations packs, pitching of improvement ideas, launch of several projectsOvertime claims this peak were 75% lower than the previous 3 years (average), several big manual items automated / digitalized
Current Operating Model mappingGi GroupOperationsBusiness ImprovementMediumTo map out all key processes, build out the current operating model structure, identify pain points and pressures to lead to improvements
Robert Chapman:
Processes included right to work, sales, vacancy creation, workforce management etc.)
Travelled across UK branches, embedding into operational teams, mapping the processes, speaking with candidates, sourcing feedbackKey operation fully mapped, list of pain points/opportunities delivered to Leadership to become projects
Business Improvement portal set upGi GroupOperationsBusiness ImprovementSmallSet up a way for people to submit improvement ideas, a way for people to identify challenges and opportunities, have colleague voices heardSourcing an approach, liaising with Leadership, setting up a BI mailbox, building the rules around approval, guidance for submittersA portal was launched with over 100 business improvement ideas, suggestions and projects submitted within 2 weeks
E-signature software roll outGi GroupOperationsOptimizationMediumAll candidate, colleague and client documentation to be run through e-signature software, move to completely paperless operationMapped current state processes, liaise with potential vendors, gathered requirements, put out an RFI, ran workshops, delivered projectAn e-signature software was chosen and rolled out to all client, colleague and candidate documents - a BIG time saving and shift
Digitalize the Candidate registration processGi GroupOperationsOptimizationLargeNo paper based approach to candidate registration across all UK sites, shift fully to the digital registration software chosenSupport in the transition, manage the project, visit sites to check on progress, coordinate the tablet roll out, build SOPsAll UK sites moved completely to digital offering, substantial time saved for the teams (uploading) and better candidate experience
Digitalize the Candidate onboarding processGi GroupOperationsOptimizationMediumNo paper based approach to candidate onboarding across all UK sites, shift fully to the digital onboarding software chosenSupport in the transition, manage the project, visit sites to check on progress, coordinate the tablet roll out, build SOPsAll UK sites moved completely to digital offering, substantial time saved for the teams (uploading) and better candidate experience
Digitalize the Candidate induction processGi GroupOperationsOptimizationLargeShift from current in person induction & training to digital/pre-recorded training & induction, aim to save teams substantial timeLiaised with Leadership on possible options, pulled together business case for the approach, managed the project to shift all UK sites end to endAll UK sites moved completely to digital & pre-recorded inductions, average saving per site was around 1 FTE per month
Delivery Management System rolloutGi GroupOperationsBusiness ImprovementLargeTo identify a new DMS to replace the current offering, to shift all new digitalized approaches into one, to improve quality & save timeGathered the requirements across the Operations Teams, put out an RFI, process mapped how they used the current system, gap analysisAll gathered information led to a DMS being selected and deplyoed (after I had left the business) satisfying all requirements gathered
Future of FacilitiesLandsecRetail & OfficeOperating ModelLargeTo design a new operating model for the service delivery (offices & retail) across all UK operations, shift away from current modelRan design workshops, gathered requirements from teams, designed office and retail models, tested models, presented back optionsA new service delivery model was chosen and fully implemented, new facilities vendors were bought onboard, old ones removed
Helpdesk RoadmapLandsecRetail & OfficeBusiness ImprovementLargeTo plan out next 3 years in Helpdesk delivery, built out a bigger team, reduce risk, secure wins along the way, ability to expand workloadFacilitated ideation workshops, mappd key processes with teams, mapped out current model and future state model, built out and agreed timelineNew model launched, team members TUPED across, new business units (insurnace, CVO, PO) went live, turnaround times reduced 20%
Insurnace Claims Process reformLandsecFinanceProcess ImprovementSmallProcess to be mapped, reviewed and recommendations for improvement submitted, process to be improved (including ownership)Processes mapped (as-is & to-be), design workshops held, gap analysis conducted, opportunities identified and recommendations givenNew Insurance Claims process launched which had better accountability, clearer lines of responsibility and better outputs
Service Charge Process reformLandsecFinanceProcess ImprovementMediumSerivce Charge Process needed reform to ensure it could operate in the right timeframe, suitable for other departments who fed into itProcess mapped, sessions held with teams to get feedback into the process, future state process mapped, recommendations deployedA new Service Charge process was delivered, shifting the timeframe up 2 months, allieviating pressure on stretched teams
Residential Real Estate Process reviewLandsecResidential Real EstateProcess ImprovementSmallIdentified that the Residential department was missing several processes, these needed to be designed from scratch and rolled outRan a series of workshops, scoped out the requirements, designed the new processes (mapped), got approval from leadershipAll gaps filled, a suite of Residential processes deployed, ambiguity over the processes & outputs removed
Quality & Improvement training - internalLandsecAllTrainingMediumTo upskill coleagues in the business in a range of areas such as Process Improvement, Root Cause Analysis and Lean Six SigmaDesigned the training packs, delivered the training sessions, mentored several key members through their projects, business case for workA total of 40 colleagues were put through various quality training, with a total of 100+ improvement initiatives launched post training
Quality & Improvement training - externalLandsecFacilities TeamsTrainingMediumTo upskill facilities teams (members of outsourced 3rd parties) to deliver change and improvements to Landsec owned assets dailyDesigned the training packs, delivered the training sessions, mentored several key members through their projects, business case for workA total of 15 facilities team members were put through various quality training, with a total of 40+ improvement initiatives launched
Operational Process mappingLandsecRetail & OfficeProcess ImprovementMediumTo map out the key operational processes to give the business site of current challenges, opportunities and needs (present & future)Process mapped over 40 key as-is processes, ran workshops, built out process lists and priority gridsAll 40 processes identified were mapped, business had a view of current operations, their dependencies and interactions
Operational Process reviewsLandsecRetail & OfficeProcess ImprovementMediumTo gather opportunities, issues and recommendations from key processes to be deployed as projects to free up time, effort and possibly moneyAnalyzed all 40 processes in depth, held ideation workshops with teams, compiled issue & pain point list, presented recommendationsOver 500 recommendations given, with 10 project packages created to realize the recommendations - which were fully deployed
Lean ProgrammeLandsecRetailBusiness ImprovementLargeA programme of Lean works was launched to secure over £4million of savings to counteract the effects of high inflationGathered the requirements, put out an RFI, assisting in selection of consultancy, managed the project from within, assisting on project workOver £4million saved through a series of Lean projects and initiaitves ran over a period of 6 months
Procurement Processes reviewLandsecProcurementProcess ImprovementSmallAfter a period of significant change & disruption, Procurement needed processes mapped to understand how the change had impacted themGathered list of processes, mapped out as-is processes, identified opportunities for improvement, ran workshops, mapped out to-be15 Processes (including RFP) were mapped, 7 had substantial improvements deployed, reducing pressure on their resources
Global Compare Process AutomationMMCPayrollOptimizationLargeA budget for automation work was established - the aim of such work would be to save the business time, effort and the need to hireGathered the requirements, mapped the processes to be automated, ran ideation workshops with the teams, designed the automated future stateAll global compare processes were automated, saving the global Payroll Team collectively over 1000 hours (6-7 FTE)
Payroll Checking Process AutomationMMCPayrollOptimizationMediumA budget for automation work was established - the aim of such work would be to save the business time, effort and the need to hireGathered the requirements, mapped the processes to be automated, ran ideation workshops with the teams, designed the automated future statePayroll checking processes globally automated, saving the global Payroll Team collectively 500 hours (3-4 FTE)
Payroll Audit Process AutomationMMCPayrollOptimizationMediumA budget for automation work was established - the aim of such work would be to save the business time, effort and the need to hireGathered the requirements, mapped the processes to be automated, ran ideation workshops with the teams, designed the automated future statePayroll audit processes globally automated, saving the global Payroll Team collectively 320 hours (2 FTE)
Overtime spending reductionMMCHRSSBusiness ImprovementMediumLeadership identified the NA Payroll Team was overspending on overtime by 800% ($25k budgeted, $200k being spent)Ran sessions with US Payroll Team, identified challenges and cultural issues, mapped key processes, identified waste, recommended changesThe team went through deep structural, process and cultural reform, with the overtime spend reduced to just $10,000 annually
Quality & Improvement global teamMMCQuality & ImprovementOperating ModelMediumA team of Quality & Improvement Leads to be set up globally to assist with transformation projects, system changes, training and quality needsAssisted in the build out of structure, interviewed various candidates, identified right fit individuals, built out pipeline of work to completeA global Quality & Improvement Team of 7 people was established over a 4 month period - leading many transformational projects
Quality & Improvement training programmeMMCOperationsTrainingMediumTo have operational team members trained in improvement methodologies so they can deliver continuous improvementsBuilt out the training packs, built out the agendas, built out the testing, delivered all training, mentored key team members and their projects25 team members based globally trained in Lean Six Sigma Yellow & Green Belt, with dozens of projects launched upon completion
UK Payroll QualityMMCPayrollBusiness ImprovementLargeUK Payroll had a quality grade of 96%, well below the targetd 99.5%, which was leading to hundreds of colleagues being incorrectly paidLaunched a programme of change, mapped several processes, reformed the processes, ran root cause analysis workshops, observed the teamsThe accuracy score hit 99.8% (average) for the year after an extensive programme of change was embedded - with the UK going top
Setting up of Payroll Team in India officeMMCPayrollOperating ModelMediumTo alleviate pressure and reduce costs, a team was to be established in India office to support UK Payroll OperationsBuilt out the project approach, travelled to India to embed the training & approach, transferred all work across, mapped to-be processesMoved 3 FTE worth of work across, with a team fully established and performing very well within 4 months
Establish 24/5 Workday service in ManilaMMCHRSS - Tier 1Operating ModelLargeGiven the launch of Workday globally, pressure was increasing on regional Tier 1 contact services, therefore a dedicated centre was set upBuilt out the project plan, gathered requirements, assisting in hiring, built out Workday SOPs, mapped processes for new hires to followA Centre of 10 FTEs was established, with the pressure alleviated off of all other centres, with plans afoot to move more work over
US Payroll operational reviewMMCPayrollBusiness ImprovementMediumA number of challenges were eminating from the US Payroll Department, including the mispaying of the CEO's bonus - so work was launchedEmbedded myself in Louisville Team, conducted Gemba walks and observations, mapped key processes, identified and delivered changes10 processes were heavily reformed, structure of support changed, delivery times sped up, quality (automated) checking deployed
HRSS AuditingMMCHRSSDefect ManagementSmallThere was a general concern about Payroll performance and the risk that something could go wrong if unchecked, so an audit was neededBuilt out a payroll audit to be deployed in all global payrolls, gathered requirements from Leaders / experts on what it should entailIn the first year of quarterly auditing, over 100 errors/potential defects were picked up before they could cause problems
FTE calculations across OperationsMMCOperationsBusiness ImprovementSmallTo keep on top of resources management and spending, FTE calculators were established to be updated any time a change was madeReviewed the teams workloads, reviewed the resource levels, updated the calculations, incorporated new clients/growth into themWas a small change the business requested but meant during budget season or projects, FTE calculations were readily available
Setting up of WFA office in ManillaMMCWFA (Workforce Administration)Operating ModelMediumAs a way to reduce costs, Leadership identified the need to set up a WFA Team offshore to support wider operationsPlanned the move, identified the work to move, assisted on SOP and process map creation, conducted improve, lift and shift approachA team of 3 was established, with 1 FTE headcount being reduced in London (natural turnover) saving the team $50,000
Closing the Norwich HRSS operationMMCHRSSOperating ModelMediumAs a way to reduce costs and streamline operations, it was decided the Norwich HRSS office should closePlanned the close, built out the project plan and approach, facilitated the close, ensured all work moved out, tracked progress, SOP creation2 FTE worth of work moved from Norwich to already established team, reducing spending by around $150,000 & office space
Warsaw Contact Centre reform (Tier 1)MMCHRSS - Tier 1Business ImprovementMediumThe Centre was identified as being a troublesome one, but not enough data was there to explain how and why, so a project was launchedEmbedded myself in Warsaw Team, set up reporting from ServiceNow, delivered recommendations for change, supported in training of teamA team of 5 FTE had only 2.5 FTE worth of work (data showed) and therefore more work was allocated to this team in coming 6 months
Closing the Ireland HRSS operationMMCHRSS - WFAOperating ModelMediumAs a way to reduce costs and streamline operations, it was decided the Dublin HRSS office should closePlanned the close, built out the project plan and approach, facilitated the close, ensured all work moved out, tracked progress, SOP creation2 FTE worth of work moved from Dublin to already established team, reducing spending by around $150,000 & office space
Bringing in JLT PayrollMMCPayrollOperating ModelLargeFollowing acquisition of JLT, MMC needed to merge JLT Payroll into MMC operationsSupported the PM on all aspects, reviewed all JLT processes, designed changes required to current processes, tested & tracked the mergeJLT Payroll was successfully integrated into MMC payroll without problem (a 1,200 population)
Rollout of Service Now into Global OperationsMMCOperationsOptimizationLargeAll Payroll, HR, Benefits, HRSS etc. operations were to move to the ServiceNow system to complete all workSupported the PM on the roll out, gathered the requirements from teams, assisted in the design of the solution, mapped the future state processesServiceNow delivered, global processs standardized, all processes mapped, reformed and delivered to specification
HRSS Operational ReportingMMCHRSSReportingSmallNo operational reporting existed, and therefore leadership teams were unaware of the performance of HRSS Teams globallyGathered Leadership requirements, designed the report, identified the data sources, worked with teams to guarentee the data, built the reportsMonthly operational reporting was rolled out across all HRSS teams in every region, globally, showing quality & performance data
Payroll Processes reviewMMCPayrollProcess ImprovementSmallA review and refresh of processes was identified for all global Payroll Teams, just to identify any quick wins that may have emergedAnalyzed all existing process maps, mapped out missing processes, reviewed these, identified dozens of quick win quick hit improvementsAll process map repositaries updated with new maps, teams (trained on Lean Six Sigma) began working through the changes
Variances Process reformMMCPayrollDefect ManagementMediumThe varinces process would flag up errors and incorrect data during each pay cycle, but the process was not robust enough and issues fell throughMapped the end to end process, identified bottlenecks and challenges, ran ideation workshop with team, designed a new process to capture allError rate for the associated processes fell from 5% a month to 0.6%, with all errors now being capture successfully
Alignment of OW Payroll Operations with MMCMMCPayrollOperating ModelMediumOW was the only operating group sitting outside of MMC payroll, and therefore this had to be moved into MMC operationsSupported the PM on all aspects, reviewed all OW processes, designed changes required to current processes, tested & tracked the mergeOW Payroll was successfully integrated into MMC payroll without problem (a 450 population)
Integration of PeopleChecking dept.NGAPeopleCheckingOperating ModelLargeThe PeopleChecking service was originally provided by a 3rd party based in Glasgow. This project was to onboard it and move to PeterboroughBuilt out the project plan, conducted resource planning, set up office space, coordinated system accesses with IT, prepared the training & mapsThe new service went live inside the business successfully, with the team being fully embedded from day 1
PeopleChecking dept. ImprovementNGAPeopleCheckingBusiness ImprovementMediumUpon moving the PeopleChecking service into the business, many challenges were identified that needed to be fixedIdentified all challenges in one plan, initiated the changes required, identified backlogs in work & developed plans to removeThe backlogs of work (over 1,000 tickets at its height) were reduce to 0, new standards put in place to avoid this, processes improved
CSATNGAClients & CustomersBusiness ImprovementSmallCustomer satisfaction with services coming from the Peterborough Centre was around 40%, with clients unhappy about a range of thingsBuilt out a new survey, identified ways to increase participation, built out post survey engagement plans, reformed account management work1 year later CSAT scores hit 80%, with engagement plans going down a treat, participation doubling & Account Managers improving
ESATNGAOperationsBusiness ImprovementSmallEmployee satisfaction with the Peterborough Centre was around 52%, with colleagues unhappy about Management & conditionsBuilt out an ESAT, rolled it out, analyzed all results, built out a post survey response plan, identified quick wins and longer term work1 year later ESAT scores were at 78%, with Management practices refromed, colleagues being engaged with more
Commercial & Operational reviewNGAOperationsOperating ModelLargeKey commercial and operational processes were in scope for change and reform to help the business become more robust and agileIdentified all in scope areas, mapped out relevant as-is processes, ran design workshops for changes, engaged with Leadership regularlyA series of recommendations came out which included the need to offshore, to bring in new processes and change working practices
Contract Status reviewNGAAccount ManagementBusiness ImprovementMediumIt was identified that ahead of contracts going up for renewal, no real work is done to try and secure the renewalEngaged with Account Managers to build out a new process, triggered 6 months before renewal, ran design workshops, secured agreementContract renewal rate was 60% prior, post (after 1 year) it was up to 85%, with those leaving citing mainly cost reasons
Office vizualisation managementNGAOperationsBusiness ImprovementSmallAn initiative to have visual aids help the team was launched. This was to track new clients coming in, performance, data, KPIs etc.Scoped out requirements, assessed data available and needed, designed various tools, got sign off from Leadership, rolled out the designsThis ensured all changes to clients, teams and current, past and projected future performance was all much more visual
UK Office 5S reviewsNGAOperationsBusiness ImprovementSmallThe regional offices were identified as having challenges in terms of look, feel, health and safety and appeal, therefore a 5S project launchedConducted a 5S exercise in all regional offices, identified challenges, put changes into effect to eradicate said challenges, fed back to leadersA range of health & safety issues and unused equipment were removed, new breakout areas deployed, office spaced freed up
Finance Processes reviewNGAFinanceProcess ImprovementMediumAfter a number of years of changes and mergers, the Finance processes needed a review and a refreshGathered full list of in scope, mapped out all current state processes, listed out all pain points, issues and opps, launched a series of changesOf the 35 process mapped, 25 were changed or improved somehow, with recommendations including setting up offshore support
HR & Payroll offshoringNGAHR & PayrollOperating ModelLargeThe operational team in the Centre were over 60 strong, by far and away the biggest of all centres, so something needed to be done to reduceScoped out full operations, listed all procsses, identified work packages which could move, conducted FTE calculations, ROI & cost workA total of 10 FTE worth of work was moved, with the UK headcount dropping to 50 (natural turnover) saving around $500,000
Incident Management process rolloutNGAOperationsDefect ManagementSmallNo incident management process existed, so it was identified as a gap in need of fillingDesigned a process along with experts in this space, presented back, conducted testing, gathered the requirements, rolled out UK wideIncidents which once would slip through the net now could not, reporting lines were established and IT took ownership
Kochi Finance reviewNGAFinanceBusiness ImprovementLargeThe Finance operation in the Kochi, India office was reviewed to understand scope to expand, performance and resource requirementsConducted end to end review of processes, mapped the operating model, discussed challenges and bottlenecks, identified areas of growthExpanded the operations by a further 2 FTE, changed some of the processes to reduce errors & defects, improved performance
Onboarding of benefits helpdeskNGABenefitsOperating ModelLargeOnboarded a benefits helpdesk from a 3rd party into the business, to service colleagues and eventually be offered to clientsBased myself in Cluj, Romania to learn the helpdesk, moved it to the UK, owned the project, embedded the processes, hired the teamSuccessful onboarding of the helpdesk, with colleague operations beginning before client operations being launched
Stationery Dept. deep diveNGAStationeryBusiness ImprovementSmallA small service offering from the centre which was facing an increasing number of challenges plaguing the team, so a review was launchedLaunched a deep dive of the financials, performance data, team, mapped key processes, helpd ideation workshops, identified root causesMade small changes which saved the team $30,000 annually, freed up their time to offer clients more and higher quality services
Birmingham Department moveNGAOperationsOperating ModelMediumA key service line was identified as needing to be moved out of the Peterborough Centre due to resources & cost of centreScoped out the service, mapped out working practices, met with Birmingham Team, assisted on training & SOPs, managed the transitionService line successfully moved, with the improvements made along the way reducing process cycle time by 20% & improving outputs
Water non-infrastructure improvementSkanskaWater Non-InfrastructureProject ManagementLargeThe WNI department was plagued with project delays, bottlenecks and hold ups, so an improvement project was launchedEmbedded myself in the team, Gemba walked on site, mapped key processes, deep dived into why things were stalling, presented findingsThe backlog of projects was reduced by up tp 80%, with insight showing the causes so permanent fixes could be made
PMO structure build outSkanskaOperationsProject ManagementSmallIt was acknowledged that a PMO was lacking in the Alliance, and therefore key people from within were gathered to build outRan workshops to scope out requirements, design the potential model, assisted in business case creation, presented options backThe PMO options were assessed and one option taken forward, with a separate project team being involved in completing this work
WNI Workflow ImprovementSkanskaWater Non-InfrastructureProject ManagementMediumThe workflow system for WNI was not working effectively enough, and the design was not supporting the needs of the departmentCurrent workflow mapped, future state workflow design workshops held, future state mapped, signed off, project launched to deploy into the systemThe new workflow supported the governance of WNI projects significantly better, speeding up progress through by 50%
WI DM ProjectsSkanskaWater InfrastructureProject ManagementMediumThe deliverable management projects & process for WI were struggling, with governance, resource and process issuesCurrent workflow mapped, new governance approach designed and deployed, workshops held, resource allocation reviewed and changedThe movement of WI projects through governance and the delivering of deliverables was sped up 40% form the baseline
WRI deliverables ProjectsSkanskaWater Recycling-InfrastructureProject ManagementMediumThe deliverable management projects & process for WRI were struggling, with governance, resource and process issuesCurrent workflow mapped, new governance approach designed and deployed, workshops held, resource allocation reviewed and changedThe movement of WRI projects through governance and the delivering of deliverables was sped up 35% form the baseline
Analysis of performance data & reportingSkanskaOperationsReportingSmallData was abundant in the Alliance, but the use and presentation of it was lacking. Therefore, a new approach was neededReporting structures built out, requirements gathered, the reports designed and signed off, new data sources opened, accountability identifiedLeadership were now fed the right reports, as were Team Leaders, ensuring decisions made were now data led