Severn Trent Water – Programme Definition

Posted by Laura Mattin on March 18, 2015

A review to scope and shape change

The Challenge

Severn Trent Water had an established ClickSoftware Scheduling system in place with established operational practices, but wanted to make significant improvements to the wider processes behind field operations. STW was aware that there were a number of challenges in the AMP6 period; these included imperfect field scheduling, adhoc inclusion of parts management in scheduling, and the ensuing challenges in organising work and procurement processes around pickups, and the need to learn lessons from pockets of best practice across the organisation. In addition, the business plan had set out a number of promises to customers.  STW asked Leadent to help identify, scope, prioritise, organise and justify a number of streams of work centred on these challenges.

Our Solution

We supported Severn Trent by undertaking a 5 week programme to review field force systems and processes. During this time we interviewed key stakeholders from all areas of the business, including those involved in scheduling, Stores and Inventory Management, and setting up street working permits. With a detailed understanding of how STW manages its field activities and what working practices were in place, we undertook a detailed review of the processes in place and the ongoing initiatives to drive best practice.

A comprehensive proposal was developed with Severn Trent to engage with executive stakeholders, and to mobilise the programme, identifying the workstreams required, projected benefits, and programme timelines and investment.

The Results

Severn Trent Water now has a comprehensive plan to maximise investment in workforce management processes, and to make the most of internal best practice, as well as external market-leading exemplars. STW were left confident that implementation of the recommended changes would enable the ongoing needs and goals of the business to be met, whilst consistently improving service for domestic and business customers.

Specific benefits of implementing the improvement plan included:

  • 100% visibility of changes made to the business, whether people, process or technology-related
  • Re-alignment of the programme plan to prioritise and drive key business objectives
  • Integration of processes previously peripheral to field force working, enabling improved efficiencies end-to-end, higher levels of process and safety compliance, and reduced inventory management costs

Severntrent

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Laura Mattin

Laura is one of just a couple of people within Leadent who are not 100% focused on client project work. But, having been with the company since the beginning, she has a keen understanding of the value that we provide and works with our clients to ensure that the experience of working with us is as good as it can possibly be.