SLR has a team of over 1800 professionals delivering advice and support from a network of offices across Europe, Asia-Pacific, Africa, Canada, the USA and Latin America. Our expanded service offering means we can provide a unique blend of leadership, management, consulting, engineering and training services to businesses of all sizes across the process and allied industries. We can draw on many more ‘in house’ skills and services, including process, civil and structural engineering, environmental permitting and compliance, air quality, flood risk, ecology, acoustics and wastewater treatment.
Wirral Partnership Homes
We were commissioned by Wirral Partnership Homes to re-engineer the Value Stream for their Void and Investment Void processes.
With approximately 13,000 homes registered, Wirral Partnership Homes was also challenged with raising all their homes to the Government’s ‘decent homes standard’ by 2010, carrying out a £150M programme of improvements across their housing stock.
By eliminating waste within their Void and Investment Void processes, Wirral Partnership Homes was looking to exploit these opportunities to optimise their cash flow and competitiveness, in addition to creating a more customer-centric product and service provision.
Reduced re-let times for Voids needed to meet stakeholder demands
Lean focuses on eliminating successive layers of waste within a process. If waste exists, then the concepts of Lean Thinking can be applied. These principles are equally transferable from manufacturing to back office environments.
Value Stream Mapping
The average lead time for a Void was 67 days, which also represented the critical path of the process. The Voids process comprised 72 process steps, of which 6 were deemed to be value adding, 47 essential non-value adding and 19 waste steps. The process also contained 26 days of inherent idle time.
Value Stream Mapping
A Value Stream Mapping exercise revealed the average lead time for a Void was 67 days, which also represented the critical path of the process. The Voids process comprised 72 process steps, of which 6 were deemed to be value adding, 47 essential non-value adding and 19 waste steps. The process also contained 26 days of inherent idle time.
Lean Tools & Techniques
Re-designing the Process
As a result of the Value Stream Mapping activity, the critical path of the future state process was re-engineered to 15 working days, which represented a longer-term improvement of 78%. But even in the short term, time savings of 22.5 days were identified with actions in place to deliver a 33% improvement in cycle time.
As a result of the Value Stream Mapping activity, the critical path of the future state process was re-engineered to 15 working days
Our facilitators quickly understood the business processes which underpin Wirral Housing Partnership’s services
We facilitated a series of lean solutions which presented immediate and tangible benefits, and left staff with the skills and confidence to continue the improvement journey.
The Project Team identified and delivered solutions to reduce the re-let time for Voids from 65 to 15 days. This will impact not only to improve on Wirral Housing Partnership’s published performance, but will mean they are more cost effective and offer a better quality of service to their customers.
Having been inspired by the success of Lean Thinking within the manufacturing sector, we recognised that the principles and processes were equally transferable to our business environment
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