Our clients get a 10-50% increase in operating efficiency in 4-6 months which usually equates to an improvement in financial performance of 2-5% of turnover or budget.
“Glenesk do what they say they will and represent excellent value for money. They have high credibility with elected members.”
Carlton Brand, Executive Director of Adult Care, Public Health and Digital – Wiltshire Council
1. We find the hidden opportunities
A County Council in the South of England actively managed their block contracts with key providers and had reduced their void payments to between 5-8% of capacity, one of the lowest levels amongst its peers. Our team worked with commissioners to identify and resolve the remaining voids to root cause.
Besides identifying nearly £400k of savings realised by reducing the level of spot purchasing, the project demonstrated how provider income could be protected at the same time.
The client has the means to meet growing demand at less cost, deliver efficiencies and protect fragile provider markets at the same time.
2. We grow your team as we deliver results together
Six Brokerage Teams each had different processes and systems, with varying outcomes and provider feedback. Glenesk worked with the teams and their providers to redesign and simplify the core process, restructure the team and reconfigure systems. We provided on-the-job training and support for key people so that they could analyse and address performance issues in real-time and without our help. We clarified team aims and standards, provided visibility of team performance and set up the forums to review team achievements to make this task easier.
Providers prefer the new way of working as it easier to interact with the team and to get the information they need, Senior Manager get key performance information in real time making it easier to manage demand and capacity across the local care system, staff have less re-work to do and a more even distribution of workload.
3. You gain control of your results, future direction and get an investment in your team
An Adult Social Care team in the South East of England had engaged an external provider to help them develop a strengths-based approach to Social Work practice. This demonstrated promising results and was well received by staff and service users, but the model had proved challenging to implement consistently and at scale. We worked with the local team to make the change stick by redesigning core processes, paperwork, working practices and roles in a consistent way around the new way of working.
The changes reduced the amount of work required because call-centre requests were triaged more effectively and efficiently. The administrative burden on staff was reduced which freed up time to dedicate to service users and contact-to-referral times were reduced through streamlined process.
The local team have a sustainable model of practice in place to deliver more independent outcomes, in less time and with less effort and with better evidence of the impact achieved.
A FTSE 100 Engineering firm had won a significant marine refit and maintenance contract which involved setting up a new maintenance facility overseas. The firm had identified that the core processes of its new operation were not yet mature and would likely delay programme schedules and increase costs unless action was taken.
The team redesigned and improved core processes and systems across the supply chain, operations and reverse logistics function to ensure that engineers could undertake work that was right first time with the right sequencing, tools and resources available when needed. Resources required for work on the critical-path were highlighted, prioritised and expedited while systems changes brought supply chain issues to light in sufficient time to be effectively resolved. The team created a near-real time reporting suite that allowed senior managers the ability to accurately forecast timelines and costs and prioritise the issues that affected them.
The engagement reduced programme delinquency by almost 50% and helped secure £80M of future contracts for the client.
Logistics and Supply Chain
A Private Equity Firm had recently acquired a Stationery Wholesale Business from a FTSE 250 manufacturing firm. From its due-diligence it had recognised that the operating efficiency of the firm was 3-5% lower than a best-in-class comparator and the owners wanted to see the gap closed.
The team identified that the firm’s distribution network was no longer optimised and so presented an alternative network structure that would reduce costs and improve the availability of stock to retailers in the medium term. In the short term, a series of rapid improvement projects was undertaken to improve performance across the business:
In-bound logistics – Improved data capture on the causes of late and damaged goods were put in place and used to resolve the priority issues. Data analysis identified goods-in where the put-away process could be avoided and goods taken straight to the goods-out area.
Warehousing and transport – Loading bays were reconfigured to reduce loading times, software was developed to ensure that hot-pick items were always stored front and centre of the warehouse and new technologies were implemented to reduce picking times. More efficient packing and routing of transport also produced efficiencies.
Stock release – Modelling of stock levels identified the opportunity to reduce stock across several SKU’s and improve procurement protocols without an adverse impact on the business.
The changes made resulted in a 5% increase in EBITDA and a one-off cash release of £1.2M from a reduction in stock levels.