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CASE HISTORY |
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Other Projects
Re-engineering of the Response Process The Royal Automobile Club (RAC) provides a vehicle emergency rescue service. It was performing 'worse in class' for its time to respond to a breakdown call. The RAC was taking on average 45 minutes compared to a 'best in class' of 33 minutes. A process goal of 35 minutes was set for this re-design programme. The 'Raven' programme had a number of streams including the introduction of a new information system. Opteama were commissioned to facilitate the process re-design element. We used simulation techniques extensively. The process re-design worked 'hand in hand' with data modelling work and process automation elements. Opteama showed, using simulation techniques, that the process goals would be achieved and the RAC proceeded with the implementation programme.
Process Re-engineering prior to workflow implementation Barclays Life provides an insurance services and in 1997 commenced a major improvement programme 'Voyager'. The programme was also required, through a workflow solution, to improve its policy tracking systems and to reduce policy turn-around times from weeks down to days. Prior to the introduction of the workflow solution the current processes required a major re-design. Opteama were commissioned to lead and facilitate this element of the work. Opteama utilised Case tools to re-design all the key processes prior to handover to the workflow solution provider.
A Review of Fare Regulation in the UK The project involved an extensive review of the OPRAF fares regulation regime (instituted 1995). The first part of the project involved an analysis of fares change since 1995 on selected key flows. The second part of the project involved a consultation with TOCs, London Transport, PTEs and rail user groups to get their feedback on whether fares regulation was working and whether it could be improved. Our report collated all these comments and discussed the major issues along with the results of the first stage.
Development of Performance Measurement System (Balanced Scorecard) Infraco BCV is one of the recently formed infrastructure companies created from the split of London Underground Limited. Its key responsibility is the provision of assets (Trains, Stations, Infrastructure) for the operation of London Underground. A performance contract (Public Private Partnership) controls the relationship between the two parties. Opteama facilitated the creation of Infraco BCV's first performance measurement system base on a Balanced Scorecard approach. We developed a unique structure and format for the Balanced Scorecard which has been well received, not only in Infraco BCV, but also by London Underground itself and Metronet (the preferred bidder for Infraco BCV). Metronet is also the preferred bidder for Infraco SSL and the BCV Balanced Scorecard is being transposed into SSL.
Restructuring of Georgian Railways Ltd (GRL) We were part of the EBRD Team which advised GRL on how to restructure its organisation in the post-Soviet world. In such an entrenched organisation significant personal threats are commonly received by those who call for change. To convince the key players of the need for change, we organised for a team of twelve to spend two weeks in the UK, helping them to understand the benefit of moving away from a centralised economy to a market-driven economy.
Central London Origin and Destination Surveys Organised surveys of 350,000 passengers in central London. The project encompassed:
The results of the work were used to plan improvements to London's transport network.
Improvement Programme Management Infraco JNP required a system for the identification and management of business improvement initiatives. Opteama assisted in the creation of these systems and managed the process for 6 months up to transfer to a permanent manager. The system proved very successful and was based on the creation of an internal consultancy team made up of 'bright young things' seconded into the team for 6 to 12 months at a time. |
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