CASE STUDYOVERVIEW

Overview

Inland Revenue collects 85% of the Crown’s revenue as well as collecting and disbursing social support programme payments and providing the government with policy advice.

With 5,500 staff operating in multiple sites and cities across the country, Inland Revenue states in its strategy document ‘IR for the Future’ that the organisation wants to be “a world-class organisation, recognised for service and excellence.

Benefits gained

• 5,530,000 customer service contacts

• 26,100,000 self-help service contacts

• 689,000 tax and social policy registrations received

• 9,140,000 returns received

• 8,710,000 payments received

Overview

Finding cost savings within an existing operation is tough enough, but reducing costs while increasing the speed – and maintaining the quality – of service provided?

Finding cost savings within an existing operation is tough enough, but reducing costs while increasing the speed – and maintaining the quality – of service provided? That’s a real challenge… Yet following the implementation of AOM, that’s exactly what Capita Multi-Client achieved!

Benefits gained

• Shorter service levels

• Individual performance management

• A reduction in overtime through improved productivity

Overview

Xchanging are leaders in the provision of business process outsourcing (BPO), technology and procurement services.

Business Process Services (BPS) is a division of Xchanging’s BPO function that provides the insurance sector with a world-class back-office service in policy and claims administration from its service centres in both the UK and India.

Benefits gained

• Consistent way of working across entire UK BPS operation

• Capability in place to achieve and maintain operational excellence

CASE STUDY 1

INLAND REVENUECASE STUDY 2

CAPITACASE STUDY 3

XCHANGING

CASE STUDYOVERVIEW

Overview

A boom in the Australian economy and low interest rates triggered a 20% growth in the demand for home loans.

Rather than reaping the benefits of the market expansion National Australia Bank (NAB) experienced unprecedented backlogs and rising turnaround times resulting in lost business and dissatisfied customers.

Benefits gained

• 17% improvement in productivity levels

• 95% accuracy in forecasting levels

• 30% increase in resourcing for core and high value activities

• 9 Months Return on investment

Overview

British American Tobacco Global Business Services (GBS) provide Finance and HR services to 183 British American Tobacco operations across the globe, from centers in Romania, Costa Rica and Malaysia.

Employing over 1300 staff, GBS have evolved from providing back office to more complex middle office services, contributing to the group’s strategy to improve operating margin through the transformation the Operating Model.

Workware was selected to support British American Tobacco to accelerate their transformation ambitions, and mature their Operational Management maturity. GBS needed timely, reliable day-today measures of efficiency to support them in identify opportunities for operational improvement.

Benefits gained

• Identified latent capacity, that was redeployed to value added activities• Improved productivity outputs by over 20%• Significant reduction of paid overtime• Baseline data provided benchmark performance across teams and centres• Behavior change in Team Members, through the capture of standard daily

activates that mattered to the business• Global visibility of how processes were operated and where they can be

optimised• Enabled the setting of realistic and measurable incentives• Engaged and focused teams striving to improve operational efficiencies, not

just executing processes

CASE STUDY 4

NATIONAL AUSTRALIA BANKCASE STUDY 5

BRITISH AMERICAN TOBACCO

CASE STUDYOVERVIEW

Overview

Real-time information captured through Workware enables team leaders to collaborate, react quickly to changing workloads, ‘load balance’ between teams, share best practice and identify skills training opportunities.

Team leaders now openly share their capacity and workload through twice weekly meetings, supported by a consistent process, visible and accurate performance data.

Benefits gained

• 30% Increase in productivity• 50% Reduction in overtime• 40% Increase in cases per agent• 10% Reduction in FTEs

CASE STUDY 6

PHILAM LIFE

Overview

The objective of the Pensions Transformation project is to improve the end-to-end delivery process through the deployment of workforce optimisation and knowledge management systems, materially enhancing customer outcomes.

Initially, over 250 members across 11 teams were included in Phase 1 of the PACE workstream to realise a step change in improving the speed and quality of service by better managing operational time, capacity and efficiency.

Benefits gained

• Best practice daily activities i.e. daily data verification and manual adjustments, weekly forecasting and planning activity and intra-day Real-Time Manager (RTM) review

• Integrated data collection and utilisation• Individual performance management• Enterprise wide capability for the management of operations performance• 15% increase in productivity• 11% improvement in latent capacity with further opportunities identified• Consistent, reliable real-time operations data• Adoption of a consistent business operating procedure• Internationally recognised AOM certification of the supervisory and management

teams• Establishment of an operating rhythm that ensures the centrality of planning to

deliver consistent and improved customer outcomes.

CASE STUDY 7

EQUINITI

CASE STUDYOVERVIEW

Overview

Nationwide are proud of the customer service they provide as the world’s largest building society, but in 2016 were looking for a way to take service to a new level.

Nationwide believed that significant skilled capacity could be freed from existing operations to focus on delivering their aim of “legendary customer service”. The question was “how”?

It was no longer sufficient just to review past performance as a guide to tomorrow’s operational plans. The opportunity lay in breaking down the silos, cross-training and sharing skilled resources. To do that, Nationwide needed to take a leap forward in operational management capability.

Nationwide chose ActiveOps to provide new intuitive tools and proven training to help their people to raise their game to market-leading standards.

Benefits gained

• 10% uplift in operational productivity• 10% latent capacity proven• Over 80% positive employee morale ratings during

implementation• 160k hours lent between teams in the first year (averaging

1600hrs / team)• 100% of all team leaders accredited in AOM.

Overview

The bank, one of the top four financial institutions in South Africa offers a comprehensive range of financial services including the bank’s retail and business banking, which serves over 7.4m private clients and 22,000 business clients.

A key service within the bank is a debt counselling service designed to help customers facing financial difficulties. Debt Counselling is a regulatory process whereby an over-indebted customer can appoint a debt counsellor to advise the customer and help reduce the stress associated with debt.

Benefits gained

• 14% productivity improvement• Real time and historic visibility of individual, team and

departmental performance data• 10% of latent capacity identified and freed up• Common business framework, data interpretation and

language introduced via AOM• Accurate resource, capacity planning and monitoring• Improved performance reviews, skills development and target

setting across the operations• Continuous improvement process

CASE STUDY 8

NATIONWIDE BUILDING SOCIETYCASE STUDY 9

SOUTH AFRICAN BANK