Process Management—Services

The issue: A warehousing and delivery service experienced a large surge in demand at key points in the year. The service was stretched at these times and suffered a number of inefficiences including staffing pressures, poor productivity and a high rate of process failures (breakages, incorrect dispatches and injuries).

Approach: Using a combination of process and workforce analysis I identified improvements to process that made adjustment to role easier for temporary workers and improved productivity throughout the year.

Specifically: Lean analysis and marginal gain analysis revealed inefficient workforce planning, equipment use and a lack of co-ordination and standardisation. There was also scope to increase automation and improve layout at the site. Embedded observation of the processes involved revealed the potential for tasks to be sabotaged by some workers.

Outcome: Improvements to recruitment and induction led to a more stable and motivated peak volume workforce. Process improvements improved productivity by 15%, whilst resulting in reduced costs and process failures. Greater confidence and improved outcomes has meant a 10% increase in new business and repeat business in a competitive market.