Effectiveness, Efficiency & LEAN Government

Business Improvement Feasibility

Having worked extensively on business improvement with many Local Authorities, Modena has developed Quicksilver – a standardised approach to identifying and implementing improvement - including definitions for how these processes can be implemented.

Modena’s Business Improvement Feasibility (BIF) Service is a very cost effective way to identify where changes are likely to deliver the most benefit.

A BIF project is designed to be a cost-efficient way to identify, in a quantitative manner, where improvements within a particular Service will produce greatest efficiency gain. A BIF project is undertaken generally within a single Service e.g. Building Control, Housing or Environmental Operations, although BIFs can be run to look at cross-cutting options and more general corporate change (e.g. electronic document management or mobile working) The BIF report allows prioritising of limited resources to achieve maximum improvement.

Business Process Improvement Services

Business Process Improvement (BPI) is only cost effective if it is focussed where it can deliver substantial gains. That said, it should be at the heart of any transformational change programme.  BPI can be used to create new processes, rationalise similar process, simplify overly complex processes, remove unnecessary process tasks, exploit new technology, better exploit existing technology and/or split process ownership across organisational boundaries.

We have developed a standardised approach to and notation for BPI.  We have designed this specifically to bridge the gap between what technology can do and what people need to do, to do their job.  We can help you by either undertaking BPI assignments on your behalf or by training and mentoring your own internal change team.

Efficiency Modelling and the Efficiency Toolkit

Having completed a Business Improvement Feasibility study, there will typically be a long list of probable improvement areas. These now need to be prioritised. The next step is to establish the precise mechanisms through which improvements can be realised and to agree and delegate the appropriate actions. Crucial to success is the introduction of a management process to track delivery of improvements and to embed these in budgets.

We know where to look for improvements, which improvements are the most effective to implement, and how to go about that implementation. The result is a realistic and practical plan that can be delivered in accordance with business needs.