Reducing costs and improving service delivery are not mutually exclusive
Now more than ever before organisations are under increasing pressure to improve efficiencies and reduce operating costs without compromising safety or quality. For many leaders, knowing where to start and how to approach this can be a daunting challenge. In our experience, there are a number of key factors which are critical for success, including:
- identifying the initiatives which offer the highest return / benefits
- ensuring there is senior sponsorship
- adopting a structured and focused approach
- having roles and responsibilities clearly defined
- generating engagement within the workforce
- supporting the initiatives with appropriate resources and skills
- ensuring a smooth transition into Business as Usual (BAU).
- employee engagement - employees who work in a more efficient work environment are always more engaged
- customer experience - customers who are serviced by an efficient organisation have a more positive experience
- income / revenue - a positive customer experience positions an organisation well to secure a larger market share
- cost reductions - reducing waste has the potential to deliver a direct positive impact on the bottom line
- capacity increase - reducing waste opens up more time to service other customers.
- Not-for-profit organisation - achieved a reduction in annual employee onboard costs of over $200,000 and reduced onboarding time by 25%.
- Defence and defence industry - achieved an average FLIP payback period of less than three months with total cost savings running into many millions of dollars across 20+ Lean process improvement projects.
- Health - improving the Patient Off Stretcher Time (POST) key performance indicator from 75% to 82% for an Emergency department.
"FLIP is a powerful tool for organisations as it involves cross functional teams working together to develop sustainable solutions to key challenges faced by organisations and the FLIP process also generates significant buy in. The model of FLIP has a teaching component so team members not only solve the problem they are working on, but learn a new way of 'Lean thinking' which can be used in their roles on a daily basis to improve efficiencies."
Kate Prohasky (MBA, Lean Six Sigma Black Belt)View our FLIP overview Contact us to learn how together, we can shape your future