about this project

The client required greater governance and control of rollout of a series of financial projects across 9 different European locations whilst focussing on improving cross business communications and employee involvement, make leaders more effective and to remove waste from processes. The project also included a focus on improving stakeholder engagement.

Key Improvement Areas Identified:

• Employee and stakeholder engagement & process adherence 
• Project Management & Team Working - consistent messaging company wide
• Improvements & new ways of working
• Building Internal Capability 

Stakeholder and sponsor buy in from the finance leadership team was required and was secured prior to each project commencing. 

The scope of activity from a coaching perspective was initially undefined. The Leadership Team supported the selected range of activities, allowing the sponsor and coach to take a focused approach; targeting project management, interfaces and communications at all levels, as well as shortlisting the most significant problem areas for improvement. 

Project Scope

     Selected Finance areas within region / site: 

• Initial scope  of improvement projects 9 Months
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• Covering financial centres x 9 across Europe
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• External stakeholder engagement
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• Improve employee engagement & involvement with finance processes
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• Improve Finance Management
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• Deliver Process Improvement within agreed key issue areas
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• Build Internal Capability
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Improvement Strategy

    Visual Management & Lean Methods:

• Strategic Framework development: leadership team

• Campaign Rooms: deployed for key areas and projects

• Lean Deployments :

• Kaizen events

• Lean Implementation Program

• Stakeholder involvement in Campaign Room sessions and improvement initiatives

• Building Internal Capability delivery of our Business Agility Passport Training Programme

Benefits Delivered

• 10M GBP revenue from improved lifting process

• Reduced use credit notes and purchasing errors by 60%.  1.8M GBP cost avoidance

• Implementation of new processes:                                   
• Quality improved from 70% defects to 20%

• Process time reduced from 16 weeks to 1 week

• Improved customer service satisfaction surveys

• Greater collaboration with financial stakeholders with ongoing operating rhythms for engagement established.