Plymouth Community Homes Review of the void process

Transcription

1 Plymouth Community Homes Review of the void process Sue Shaw - Director of Homes & Neighbourhoods Andrew Schofield - The Lean Partnership

2 Today s presentation Background Sue Shaw What is Lean Thinking Andrew Schofield The Plymouth project Andrew Schofield The outcomes Sue Shaw Questions & discussion

3 It s this way! Ooops..run out of fuel again No idea what I m delivering, I wonder if it s urgent? I m sure I ve been here before I think it s quicker this way Strange job last week I delivered under-ripe fruit this week, it s fruit that s gone rotten. The sooner I can get another job the better. No point hurrying everyone else will be ages

4 Where on earth is my delivery? you told me that last week I don t care that it s gold-plated, it hasn t even arrived I won t be using you again

5 PCH - stats at project commencement: 15,000 homes 200 empty 20 new voids per week (up from 16) 21 days repair / 20 days allocation ave Friction between departments Pattern worsening, downward spiral Significant changes did not hold

6 Had heard about Toyota and the Lean methodology

7 Thought I might be heading for this kind of Toyota.so called in Lean Partners!

8 What is Lean thinking? A synthesis of three improvement activities brought together: Quality - from analysing variation to managing using PDCA End-to-end - from creating value streams to managing value systems Learning - from learning by doing to everyone thinking and doing

9 Lean Thinking

10 Win - win Value for the Customer in the Work Value for the Organisation in the Results Quality Growth / Customer Satisfaction Cost Resources Time Save Cash and resources More Services/ More Homes Investment The true Win-Win-Win

11 The Seven Wastes Waiting for tenants response Waiting Maintaining waiting list Overproduction Nominations State of properties Defects Spread sheets Collecting material Movement Waste (Non Value adding to product or service from the POV of the Customer) Multiple visits Unnecessary Motion Inappropriate Processing Unnecessary Inventory Waiting list Multiple inspections

12 Our approach we identified a project team they defined their lettings business they defined customer value they scoped the review they mapped their existing process they identified their problems they designed a new process we supported them in the implementation of this

13 Their lettings business To re-let empty properties to the agreed standard to the right people in a timely way at the lowest cost with an efficient and motivated team

14 Customer value in the void process? who s the customer?? What do they value?? How long does this take?? What does perfection look like?? So what s the rest? the new tenant the sign up & keys an hour back to back - no cost Yes -- Waste

15 What the team did: They scoped their process for a hypothetical case by: Identifying each trigger point documenting the activities identifying the outputs They mapped their process: at the point of activity by talking to the process owner They identified their problems to identify: the major wastes the root causes

16 Our big picture map

17 Features of the original process Lots of visits to the property Reactive Lots of steps Not customer focused Lots of checking, lack of trust Delays & duplication Lack of knowledge of stock Departmental priorities Lack of clear objectives Lack of the right information in the right place at the right time

18 Effects of the original process Wasted time Wasted money lost rent excess costs High workload Stress, pressure, frustration New tenant frustrated and not certain

19 Major changes Better use of the notice period More pro-active, more planning Real time measurement and problem solving Teams ( letting and repair ) co- located Holding outgoing tenants more accountable

20 The future high level Advert Advert Offer Offer Accept Accept Sign Up Sign Up Survey Survey Plan Plan Work Work Rent Rent

21 The future process View New Customer Sign & Keys Housing Officer Offer Appt Nomination Customer / Property Customer calls - Notice Appointment Lettings Update board Advert Real time measures Devon Home Choice PVI Measure Target Actual Sign out / Keys/ Do work Update board Complete Building & Technical Services SOW Plan PLANNING

22 Food for Thought Some Statistics The billion business Rent Loss 25,000 homes at 4000 per year Repair costs 200,000 at 2000 Staff Costs 3000 at 25,000 Local Authority Cost 100million 25,000 bed and breakfast nights at million 75 million 400 million Tenants Waiting, uncertainty, discomfort What would the future look like if everyone halved their voids?

23 What we ve achieved so far! Plymouth Community Homes reduced from 200 voids to 70 voids reduced rent loss by 520,000 a year no reduction in quality of home-to-let Tenants more certainty; more support and preparation for tenancy; more choice; a positive start to relationship with PCH 130 more households in permanent homes Team Huge feeling of achievement and control, through listening, co-designing and cooperation. Inclusion of tradespeople in the solutions No longer the non-deliverers pride and satisfaction from doing well Release of inherent potential 20% more efficient, and more to come.. Confidence to tackle problems, and sustain improvement Significant lowering of sickness levels

24 We ve tried everything If only they would It ll never happen

25 I d never met you before, actually, you re easy to work with! I had no idea how many people were in the chain above me I had no idea how my decisions affected the tradespeople Look, the figures have gone down a bit!

26 We have the skills in this team??? We have the skills in this team

27 Oh Yes! In case you re asking now: 15,000 homes (same) 70 empty (was 200) 21 new voids per week (up from 16) 11 days repair (was 21) / 10 days allocation (was 20) ave Co-operation between departments Pattern improving, upward spiral Significant changes embedding Further improvement confidently expected

28 ~ Our job ~ Our colleagues ~ Our mission ~ Our ability to deliver ~ Making our customers happy

29 Questions & discussion

30 Information Andrew Schofield The Lean Partnership Telephone : (07977)