Public sector and healthcare
Not enough capacity for the demand
Demand keeps rising, budgets and headcount do not, and the backlog grows. More often than not, the capacity is there. It is lost in rework, in repeat contacts and in work nobody can see.
How it shows up
How it shows up
- Backlogs and waiting lists that never clear.
- Staff stretched and morale falling.
- Demand arriving by email, phone, post and portal, with no single view of it.
- Work in progress you cannot see, so it cannot be managed.
- Every request treated as urgent.
What is really going on
Capacity lost, not missing
A large share of demand is failure demand: people chasing, correcting or repeating requests that were not handled right first time. Handoffs between sites, teams and systems add delay that nobody owns. And because much of the work is invisible, teams cannot see or control their own workload.
How we fix it
Three steps to capacity you can see and control
- Diagnose. Measure demand, capacity and failure demand with your own teams, so the numbers are theirs.
- Redesign and align. Remove the work that adds no value, and design how work flows across teams and sites.
- Deliver and sustain. A daily lean management system, built on CollabForce365, so every team sees and controls its own workload.
Proof
Results for our clients
Public sector shared services
Work in process down 37% with lean management on the front line
A government shared services centre with over 700 people on 6 sites provides HR, pensions and payroll services for 124,000 public servants. With ServiceForce (now CollabForce365) as its daily lean management system, effective capacity rose 22%, daily work in process fell 37% and work volume grew 7%. This work contributed to Lean Service Provider of the Year 2019.
Healthcare
Effective capacity more than doubled
A large health organisation’s customer services centre moved from a traditional contact centre to digital service delivery. Over 18 months it released more than 30% of its capacity by removing non-value-added work, and with a reconfigured supply chain more than doubled its effective capacity.
Expertivity brought a sense of calm, a can-do attitude and the fortitude to navigate their way through high-pressured situations. They are good at simplifying very complex matters, understanding personalities and navigating change.
Marie Killeen, General Manager, Office of the National Director for Strategic Planning and Transformation, HSE
Talk to us about capacity
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