Workflow Optimisation

Drive greater value through your service delivery

Long-standing legacy processes which are opaque and not well understood?

Implementing new technology and need to understand its impact on your current organisational processes?

Desire to improve value and efficiency through your operating model, but lack a clear understanding of who is doing what and when?

Our approach

  • Map your current service delivery process identifying roles, data inputs and outputs, supporting teams, decision points and timelines.

  • Identify pain points and opportunities for change.

  • Define an optimised future state with new technology, roles and ways of working facilitating greater value.

Case Study: European Lottery Operator

The challenge: A European lottery operator wanted to improve how three teams - one internal and two external - were working together to enable the introduction of new prize draws. Transparency between the teams was poor with each of them lacking a detailed understanding of what the other team did and how they fitted in with the overall end-to-end process. Manual handling of data and legacy technology stymied opportunities for driving greater efficiency through the workflow, blocking innovation and value generation.

What we did: We applied the lean management principals of Value Stream Mapping to tease out key activities within each workstream, identifying data inputs and outputs, roles, actions, decision points, handovers and timelines.

How we did it: Using visualisation tools, we mapped out what each team was doing through a series of workshops and deep-dive interviews. We ‘walked the Gemba’ by shadowing the teams, getting a deep understanding of their day-to-day-activities, capturing their frustrations and blockers. Once we had mapped their As-Is process, we were able to identify actionable opportunities for improvement.

What this enabled: Each team had a shared understanding of the entire process ecosystem that they were operating in, giving them clarity on the impact of their work into the entire workflow. We were able to identify clear opportunities for process improvements driven by new technology, structured decision making, how to resolve blockers and upskilling team members. Combined, these changes paved the way for identifying a more efficient mechanism for introducing a new type of prize draw.

What’s next: We created a roadmap for change identifying requirements for new technology, amendments to roles, dependencies for change and timeline for benefits realisation to meet the project objectives.

Who’s an expert in Workflow Optimisation