Repairs and Maintenance Pilot

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Repairs and Maintenance Pilot
Geraldine Wilcox Group Director of Operations
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ABOUT SYSTEMS THINKING

• Vanguard Methodology
• Focus-
• Outside in what matters to the customer
• Reducing Waste
• Striving for the perfect system
• Changing the Culture
• Not process mapping
• Not a Project ongoing intervention
• CHECK, PLAN, DO

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SYSTEMS THINKING

• (RE) CHECK
• DO PLAN
• (Results) (Redesign)
• (TRADITIONAL REVIEWS START WITH PLAN OR SOMETIMES
  DO!)

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Repairs - Why Review?

• Top quartile performer
• Average 98.9 response times
• Recommended for H/Corp good practice
• Below average unit maintenance costs
• Last BV Review 2000
• ?

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Repairs MaintenanceWHY?

• 4 key reasons-
• Customer Service Satisfaction
• Performance
• Cost
• Pilot

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Systems Team
Denise Powell Maintenance
Services Manager
Richard Ashcroft Customer Services Team
Leader
Lisa Pickard Head of Housing
Services
Nigel Johnston Principal Officer - Performance
Improvement - NHC
Diane Longstaff Customer Services Advisor
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Check

• What, Why and How we do things.
• Method
• 1. Demand analysis
• ? Value v Failure
• ? Type Frequency
• 2. Capability of System
• ? How capable is the system at achieving what
  matters to the customer?
• 3. Map the Flow
• ? Follow the flow out with the work e.g. with
  DLO/contractor

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CHECK key findings..(1)

• Checked gt 4500 calls
• Only 34 demand repairs
• 45 failure demand unwanted calls
• Focus on the target NOT the customer
• Focus on the works order NOT the job
• Average of 3 works orders to each job

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CHECK key findings..(2)

• Example
• 3 works orders 1 job
• Completed within target e.g. 10 days
• End to End time 30 days
• ? Housing Corp
• ? Customer

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Different types of waste

• WASTE!

• Waste that cant be removed
• Required for the survival of the organisation
• Waste as a result of system conditions
• It is designed in so must be designed out
• Waste that can be eliminated simply

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CHECK key findings..(3)

• 72 Steps to raise an order.
• 3 VALUE.
• 35 Steps to complete a repair
• 1 VALUE
• 178 Steps to process an invoice/
• 2 VALUE
• LOTS OF WASTE SOME OF WHICH CANNOT BE TURNED
  OFF MOST OF WHICH CAN BE!

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CHECK - summary

• Targets were driving the system
• Not fully focused on the customer
• NOT deliberate by staff behaviour is a direct
  result of management thinking
• Lots of waste mainly as a result of systems
  conditions previous review (traditional
  thinking)
• 100 AGREEMENT TO REDESIGN

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Redesign purpose of the work

• OLD OPERATING PRINCIPLES
• To do repairs within target time set and
  maximise use of the in house team

• NEW OPERATING PRINCIPLES
• To do the repair right, first time and achieve
  what matters to the customer

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RedesignKey Changes

• Simplified IT process
• Use experts to diagnose repairs
• Appointment system changed
• E-mail repairs to contractors
• Waste removed and time saved from invoicing (13
  working hours per week saved)
• Satisfaction monitoring changed
• New measures introduced

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New Measures - Capability End to End Times
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OUTCOMES

• Reduction in failure demand from 43 to 26
• Reduction in no access
• Average end to end time for repairs 5.9 days
• Increased customer satisfaction
• Increased staff morale
• Increased capacity/greater efficiency
• Negative impact on Performance Indicators

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Customer Satisfaction Questions

• On a scale of 1 10, where 1 is poor and 10 is
  excellent how would you rate the service that you
  received for this repair?
• On a scale of 1 10 .. how would you rate the
  quality of this repair?
• When the answer is less than 10 .
• What would we need to do to make that a 10 for
  you?

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Customer Satisfaction ResultsKey Findings

• 94.4 satisfaction (scoring 7)
• Over 60 scored 10/10!
• 77 VERY satisfied
• Much Improved compared to-
• 75 in 2004 STATUS survey
• 50 from returned repair slips.
• Proves its working making a difference
• Improved response rate 55 v to 8 from repair
  cards

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Improved morale

• Staff redesigning the work
• Roll-In one at a time
• Roles changing more value work, less waste
  greater job satisfaction
• Greater cross departmental/function understanding
  working
• Less bureaucracy paperwork
• Less pressure on targets

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? ? staff quotes ? ?
I wish they were doing systems thinking on xxx.
Ive been telling them for ages it doesnt work.
Now I get a chance to make it work
It moves so quick, better than a BV review, I can
see things are changing.
Its great to see what happens at the other end..
Customers are happier which means we get less
complaints which makes our jobs better!
Ive been given my brain back..!
Lets change it this is what we should do..
I feel part of this..
It makes a huge difference to customers
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Impact on PI Targets

Traditional Jobs Systems Approach
Jobs completed within target time Repairs completed within target time
Priority 1 99.51 78.96
Priority 2 98.13 80.6
Priority 3 98.41 94.47
ALL 98.55 88.14
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Conclusions

• Methodology clearly works it improves
  performance service
• Responsive to the efficiency agenda
• Responsive to inspection agenda
• 4. It is not rocket science but common sense

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Conclusions

• 5. It is not a project and never ends pursuit
  of perfection continuous improvement
• Check Plan Do Check Plan Do Check Plan Do
• 6. Targets affect the way we think, behave and
  deliver the service
• ? Note measures replace targets.
• 7. Genuine Customer Focus

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Conclusions

• Improves staff morale outputs
• 9. Change is fast results are measurable
• 10. Challenge / Alternative to Best Value

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BUT

• Time and resource intensive
• Must have management Board commitment
• Need to keep up momentum
• Requires cultural change
• PI targets still problematic

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What Next?

• Results too good to throw away
• Roll in voids and lettings
• Roll in more staff involvement
• Incorporate new performance measures into
  Corporate performance management framework
• Cultural change systems thinking second nature