- East Sussex County Council - Libraries and Bibliographic Services
East Sussex County Council is the local authority of East Sussex, covering the key areas of Lewes, Hastings, Bexhill and Eastbourne, with total annual expenditure of c. £370m, currently subject to the ongoing austerity measures affecting all public service areas. In the LIBRARY SERVICE, a complete analysis of the existing library service was conducted across a representative sample of 14 libraries, with every task identified, measured and assessed. Special focus was given to the key element of customer interaction. As part of this, various opportunities to streamline the operation were identified and subsequently implemented. A simple tool was developed to generate ideal staffing levels and costs by library, ensuring that budget demands could be met without service being compromised. As follow-up to this work, BIBLIOGRAPHIC SERVICES were also reviewed.As part of cost-saving measures, 3 separate functions had been re-located to a single warehouse, but with little interaction or synergy benefits. A full review of each area was carried out to understand the processes within each, both operationally within the warehouse and the supporting administrative activities. Opportunities to align similar functions across more than 1 of the areas were identified to enable best use of the limited number of staff within the warehouse, as well as major improvements to several administration activities which would benefit both the warehouse and their customers. Beyond this, major flaws with the layout of the warehouse were identified, and a new warehouse plan was developed, which has now been implemented.
Lloydspharmacy are one of the largest retail pharmacy chains in the UK, with over 1,600 branches and 17,000 members of staff dispensing nearly 3 million prescription items per week. Annual sales exceed £1.8bn. Over the course of a long-term relationship, a bespoke hours modelling tool has been developed from scratch using existing and new time study output to enable detailed analysis of hours requirements and usage across every pharmacy. The latest work undertaken has fully upgraded this modelling tool (“SmartWorks”) to provide more detailed analysis and output of hours requirements, as well as providing a means for Area Managers to manipulate input data regularly to maintain an up-to-date picture of their pharmacies’ staffing requirements. It has also been regularly updated to reflect changes to company focus and strategy. This work has also informed recruitment strategy, labour budgeting processes and customer service level targeting and tracking. Further work has seen detailed analysis, measurement and recommendations relating to the supply of care homes, centralised dispensing and robotic dispensing systems.
- East Sussex County Council - Standards and Learning
East Sussex County Council is the local authority of East Sussex, covering the key areas of Lewes, Hastings, Bexhill and Eastbourne, with total annual expenditure of c. £370m, currently subject to the ongoing austerity measures affecting all public service areas. With a major restructure planned, support was provided throughout the entire process to ensure that it had solid foundations. An essential part of this was to understand all current activities and processes, identify all opportunities to simplify, streamline or consolidate, and then to be clear on their location within the new structure. Ongoing analysis was also completed on all data and systems in use within the department to arrive at streamlined ways of collating, holding and reporting information, thus reducing time spent cleaning and re-sending information.
- East Sussex County Council - Service Finance
East Sussex County Council is the local authority of East Sussex, covering the key areas of Lewes, Hastings, Bexhill and Eastbourne, with total annual expenditure of c. £370m, currently subject to the ongoing austerity measures affecting all public service areas. A detailed review was undertaken of all key processes within the central finance function, as well as a broader review of the different roles and responsibilities within the team structure. Key output included the opportunity to streamline and automate a number of repetitive processes (including the need to ensure the initial accuracy of information coming into the department), as well as ensuring that all activities were being undertaken by the correct grade of staff. Work was also done to ensure a fair balance of work across the team, as well as softer recommendations to aid communication and sharing of best practise across the wider team.
- East Sussex County Council - Music Service
A complex business model involving the direct sale of tuition to pupils / parents required a thorough analysis to identify ways of delivering cost savings. Following discussions with teachers and management, coupled with detailed analysis of pupil numbers, locations and instruments, as well as a review of teacher usage and pupil numbers, a workable, realistic business model was developed and costed. To support, this a new rule-set for the delivery of lessons was proposed, as well as adjustments to teacher terms and conditions. Involvement at all levels of the process, including union negotiations, discussions with senior management and feedback sessions with teachers led to the successful implementation of all recommendations. A tool to process pupil and teacher data was also developed and handed over to ensure the principles of the business model could continue to be followed.
- River Island
River Island are one of the largest privately owned fashion retailers in the UK, with over 230 UK stores and annual sales of over £850m and nearly 11,000 UK employees. A detailed analysis of operations across a variety of sites was carried out, including full time study of all tasks and identification of all opportunities and risks within the current operation. To support the implementation of the findings and recommendations, a simple template was developed to generate suggested ideal staff coverage / rotas. This provided the core output of suggested ideal staff rotas for all stores, including recommendations for changes to job roles and responsibilities. Several further opportunities were also identified and costed for changes to existing processes to enable better use of the available hours, including alignment with strategic objectives to allow hours investment in company focus areas.
- East Sussex County Council - HR and Payroll
With a significant cost saving to make across the payroll and HR advisory teams, an in-depth study of both functions was carried out. Within the advisory function, the split of time spent across the team on different activities was established, as well as the key drivers for those activities. A detailed understanding of the various services offered by the department was developed, and strategic recommendations were made to fundamentally shift the focus and ways of doing business. Within the payroll function, there was much more reliance on repetitive, fixed processes. However, analysis showed that these were still largely manual, cumbersome and did not take advantage of systems already in place within the department. As with the finance work, it was clear that quality of data being submitted to the department was a key factor in adding workload and causing duplication of effort. As well as a detailed range of recommendations, ESCC also appointed clearspirit to develop, implement and hand over the prescribed solutions, which are now embedded and supporting the required cost savings.
- Celesio ag / Doc Morris
Having subsequently rebranded, DocMorris was the trading name of a Europe-wide retail pharmacy business operated by German business Celesio. With retail chains in Ireland, Norway, the Netherlands, Belgium, the Czech Republic, Italy and Sweden, a 2 year project saw every country visited, their largely unique operations timed and analysed, and recommendations made for improvements to operational processes, staffing levels and shop-floor / warehouse layouts.. A cost modelling tool was then customised and implemented in each country to enable ongoing use of training and employee data to understand and take action on sites that were over-staffed and under-staffed. Key recommendations, such as the change of launch days for promotional activities, were also implemented and benefits realised.