Mapped and simplified administrative processes
identification of key task flows at HQ and elimination of redundant steps in selected areas.
What was achieved?
Implemented Lean pilot projects
launching improvement projects in several administrative teams, with clearly defined goals and measurable results.
Developed Lean awareness at the office
head office employees learned about practical Lean tools and began to independently report improvements in their area.
Greater work predictability
introduction of simple visual tools and task management rules, which resulted in better organisation of the teams’ working day.
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Project challenges
The growth in the scale of operations meant that processes in administrative areas became increasingly complex, fragmented and burdened with tasks which didn’t add direct value. Different teams at the head office developed their own ways of working, which hindered cooperation between departments, lengthened task completion times and complicated communication. The organisation needed a consistent approach to Lean in administration and a leader who would guide the transformation based on practical tools and teamwork.
Distributed office processes
various ways of working in individual teams, lack of common standards and visibility of the entire workflow.
Limited Lean awareness in administration
previous experiences with Lean have been focused mainly on operational areas instead of office processes.
Permanence of changes
the need to build solutions and habits that will remain in the organisation even after the interim project has ended.
Targets set
Increasing the effectiveness of administrative processes
identifying waste in key office processes and designing simpler and faster ways of working.
Building culture of continuous improvement
developing Lean awareness among head office employees and actively involving them in improvement projects.
Standardisation of working
developing common standards, tools and rules for task management in selected administrative areas.
Ensuring the permanence of achieved results
strengthening internal competencies through mentoring and coaching so that the organisation can continue the transformation independently.
Solutions implemented
Analysis of the current situation
review of administrative processes, workshops with teams, and mapping of key task flows at the head office
Lean transformation roadmap
definition of implementation stages, selection of pilot areas and a plan to extend activities to other departments.
Lean training and workshops
a series of training sessions for employees and managers, combined with work on real examples from everyday processes.
Improvement projects and mentoring
conducting Kaizen projects with teams, ongoing coaching of leaders, and support in building the habit of regularly reviewing and improving processes.
Client
Redegate’s client was a retail chain operating on the domestic market, with a head office and dispersed operational structures. The organisation’s growth required the streamlining of administrative processes at the head office so that support departments could serve the dynamically growing business more efficiently.
Expert’s role and experience
Interim Lean Manager
The expert was responsible for designing and leading the Lean transformation in the administrative areas of the head office. They conducted an analysis of the current state, created a transformation roadmap, trained teams and managers, launched pilot improvements, as well as made sure the new ways of working were understandable and sustainable in the long term.
Former Lean Manager responsible for implementing a culture of continuous improvement in the administrative departments of a large service organisation.
Experience as a Lean Project Manager in retail and service companies, with a focus on office processes, back office and shared service centres.
Practice in conducting training courses, workshops and programmes developing Lean competencies in leaders and administrative staff, with a strong emphasis on maintaining the effects of implementation.
