80% of frail Emergency Department (ED) patients discharged same day.

Time in ED for over 75's reduced by 22%

£875k saving

Closure of a 16 bed ward over winter months due to reducing demand resulted in this saving.

£2.4M saving on top of our costs

Through overall bed use reduction and other initiatives this saving was met after our costs were taken into account.

Aircraft Sortie Rate increased by 130%

More than doubling the carriers capacity. Saving the BILLIONS by not requiring a new aircraft carrier.

Mission planning time reduced to minutes

Removing the waste, allowing personnel to get on with the actions that provide real value.

Aircraft lift breakdowns eliminated

Allowing the focus to be on the important tasks ahead. Small wins that can provide significant improvement to operational flow.

No increase in personnel or capital investment

You can achieve unbelievable levels of results with the resource you already have.

Used various multidisciplinary teams and defined the new value and its impact; defined the problem and objective; understood value & support streams; pareto principle for order of impact.

Key improvements in mission planning; visibility of plan; movement and preparation of aircraft​

sleeping, eating and rest.

This was delivered through leadership and empowerment breakthrough improvement events.

Secured £6 MILLION of savings while growing revenue

If you know where the waste is, not only do you save money, but it frees up capacity to help growth too.

Reduced vehicle fleet by 30%

Adding capacity doesn't always mean adding new assets, Its often about using the current ones in the right way.

Negotiated new contract with suppliers

Your operational network needs to work with you, not against you. Understanding how to get that can make real change.

Consolidated the teams, systems and processes

Getting teams on the same page to see the big picture collaboratively is how you can help to turn your strategy into real, measurable actions.

New leadership team elevated their role to transformation and delegated most of the day to day. Held a strategy execution workshop to focus the new management team on the main areas to be targeted and improved.

Value stream analysis and targeting of the major customer facing issues.​

Breakthrough improvement events for priority process areas and systems. Migration to a single finance platform and consolidation/standardisation of all back-office and operational processes across the merged company.

Reduced headcount requirement from c300 to less than 200 in 18 months

Having the right people in the right roles allows for signficant improved performance.

Significant Improvements in the Control Environment

Being able to understand how your business is functioning is vital in understanding where the hidden waste is.

Defined and shared the purpose of Finance Operations, the need for change and the possible implications for individuals through well managed consultation.

Using multidisciplinary teams in a mixture of break through and continuous improvement events to define customer value and end-to-end value streams. Used visual “Journey Slides” communicating the status and timing of break through backed up by dashboard displaying progress on performance.

Transfer of skills to facilitate multidisciplinary events to internal team.

Over 6000 hours saved per year from the Shannon class Lifeboat production

Getting production teams with the right equipment and the right time without having to compromise on quality

£1.5 Million repeatable annual savings with a 15% quality improvement

Being able to understand how your business is functioning is vital in understanding where the hidden waste is.

Introduced the concepts of flow and pull to the team. 

Levelled the production operations to meet the TAKT time.

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Stopped production for at station (cell based) problem solving to improve ongoing improvement. Coaching for production stations on team-based problem solving.