Today I want to share with you a case study on a project we undertook this year. The aim was the migration of activity from a recent acquisition into the main site including the enhancement of processes and then training the individuals.
Following an acquisition by the client, Propolis was engaged to support the transfer of administration activity and migration of existing accounts into the Head Office. This included the transfer of work that was undertake both on system (which was to become obsolete) and off system with the intention to move as much as possible onto the clients main operating platform whilst also streamlining activity ensuring resources were applied to maximum efficiency.
In order to ensure the right solutions were put into place, time was spent understanding the products and process in place at the acquired office, this included reviewing manuals and undertaking side by side to establish what was done and how at this point along with any gaps between operating systems.
Once a clear understanding was gained, Propolis worked alongside head office staff to ensure that any recommendations could be accommodated by the system.
As each process was developed time was spent with the team ensuring this was adapted appropriately and was practical in its operation. Reflecting on how it was working 2 weeks later is also important to ensure it was embedded, old habbits often die hard as they say.
During the project, work was undertaken to streamline activities reducing the amount of double handling by the team, saving 40% of time on some activities.
Furthermore, system enhancements were identified allowing future time savings but ensuring a clear audit trail; as such a specification of a new / revised system requirements was produced for the company ensuring clear audit trail and that any manual tasks became system based with minimal input.
Due to the migration from one system to another, clear procedures were written and implemented along with product guides to ensure staff had a clear understanding of requirements end to end of the service provision, even if they were only involved in all of it.
A key attribute within the processes was introducing appropriate customer correspondence and diary requests to reduce unnecessary inbound contact.
In respect of people resource, this can be split into 2 areas, firstly an appropriate department structure was produced, including not only the administration team but also technical support, account management and best fit within the organisation. As part of the initial work it was found that technical staff were undertaking basic administrative duties, this was causing backlogs in technical work. Inappropriate use of resource occurs too frequently.
Secondly, in order to ensure that there is sufficient and competent resource the following documents were written:
• Job role profile
• Training plan from day 1 to flying solo
• Competence matrix to identify signed off skills for each member
• Resource model allowing for volumes to be flexed as required given a growth strategy
• Produce appropriate quality testing procedures
• Identify potential bonus parameters
All these facets enabled the company and future management of the department to take the team forward operationally without the need to also spend significant time thinking about how each area can work.
A week after the handover Propolis returned to the business in order to resolve any outstanding queries and ensure that everything was bedding in within the new team as expected. It was a fantastic project to be involved in and more rewarding to see the improvements and savings made as part of that journey.