System archetypes

How has Lincolnshire done it?

• Got knowledge • Leveraged Knowledge• Sustained the change

How to get knowledge

Angela’s Dashes

Working on the work

Purpose

Measures

Method

How to get leverage

Systems have common DNA

Transactional

Process Project

There are only 3

Revenues

Transactional

Council Tax Moves - CurrentCOUNCIL

TAX

PAYER

“I am moving in/out” (137/week)“My bill is wrong” (41/week)

Form completed by Customer Services & note made on account

Sent to Back Office

50% not clean

Choose from 6 different formsSome forms get lost in system so also send memoCust. Services can’t give final balance

Bill issued with available infoInfo form sent with bill for missing info

New bill issued when info rec’d

200-400 letters sent per month, 30% not returned

Duplication of effort

Up to 12 days to process (average 4); over 10,000 documents created in DIP system

Core Concept for Leverage

• Design against demand

Design against demand COUNCIL

TAX

PAYER

“I am moving in/out”

Customer dealt with by Moves Expert, time to deal with call end to end, all info collected

Accurate & complete bill issued same day

Processed one-stop, no documents added to DIP system

Repairs

Transactional and process

What happened at first contact in repairs?

• Not answered 11,712– Calls offered per annum 81,646– Calls handled per annum 69,934

• Lots of angry tenants– Value 44% – Failure 56% (41,960 calls per annum)

• Poor service at 1st point of transaction• Calls not handled one stop (19,581)

Number of Days to Complete (20 Day 13186)

CSC makes appt

•Job done in council time frame so constant pressure to ‘fit in jobs’(Tenant changes and missed appt’s 1,200 per annum)

•30% wrong SOR codes(Causes problems at job and in billing)

Read job details

•50% of repairs there’s no notes (due to SOR) (so wrong materials or work items missed)

Assess/do job•20% of time have to stop and go back for materials (delay)•10% customer not in (more delay)•5-10% other trades haven’t completed their bit (delay in job)•50% wrong phone number (cant call tenant) •Tiles and doors rarely available•If other repairs need done always get lost

Resulted in...

• Number of jobs 25,969– First time fix 49.9% (12,958)

• Follow on required 14% (3634) • No access 9.41% (2439)• Need more materials 3.45% (918)• Repair not needed 2.71% (704)

– Jobs failure – 7695

Fantastic!

Core concept for leverage in process systems

• ONLY DO THE VALUE WORK

Results

• First time fix 85%• Costs down by £5.00

per repair• Number of repairs per

person up by 25%

Disabled Facilities Grants

Process

Referral sent from CSC to practice supervisor who sorts into highest risk and allocates

to an OT

Make contact with the customer and arrange the

home visit

Carry out assessment 20% of the time OT has to explain to customer that

wrong info given

Make referrals to HIA and to the grants officer

Joint visits very rarely done, so no means testing or sketches

done at this point in the process

Letter received by grants officer.

60% of time insufficient detail in the letter

10% of time letter recommends something that

doesn’t fit the criteria

Send out and receive forms for preliminary means test

At this stage 1/3 to ½ drop out. Of remaining 50% means

tested customers should have gone through passported

benefits

Form is processed to calculate customers contribution, then

contact customer with decision and go to inspect.

Produce work schedule and covering letter to client for formal

means test. 90% of time there are errors

when pack is received and 50% of time quotes wrong.

Analyse quotes, calculate the level of the grant, get approval

notice and covering letter, send forms back with invoice,

do inspection.

Value Steps

Joint visitsBuilderManagedVia network

Planning

TRANSACTIONAL AND PROJECT

Issues in planning

• Too many open cases causes– Multi-tasking– Cherry picking – Quality issues– Longer time to process

• Due dates cause – Student Syndrome

Strategy for leverage in project/casework envronments

• Have a clear priority rule• Have a clear list • Restrict the number of open cases• Tasks with no due dates • Manage throughput

But change requires new behaviours

Leader’s have changed too...

3 big changes

For slides go to

www.SystemsThinkingMethod/Lincoln