Voids Reduction by dffhrtcv3

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									Void Improvement
  Walsall Housing Group
• Peter Brown, Managing Director
• Ian Finlay, Director Property
  Services
• Andy Roper, Property Services
  Manager
• Mark Partoon, Property Services
  Manager
• Dave Hall, Plumber
        Today

• Walsall Housing Group
  • Who we are
  • Our journey
• Lean Business Engineering
   • Principles
   • Techniques
• What we did
• Results so far
• Back to Principles
• What we plan to do.
      Walsall Housing Group



• Transferred 23rd March 2003
• 5 subsidiary Housing Trusts
• 20,000 properties
• 1,684 voids projected for year
• Void trade workforce of 96
• Budget of £2,444,500
Voids at Transfer and Now
27th March 2003 and 31st August 2007
                                                                   · Continual organisational learning through Kaizen
                                                                   · Go see for yourself to thoroughly understand the
                                 Inspect
                                                Problem            situation
                                                Solving            · Make decisions slowly by consensus, thoroughly
                                                                   considering all the options; implement rapidly
                                               (Continuous
                                             Improvement and
                                                Learning)


                                           People and Partners               · Grow leaders who live the philosophy
                     Respect &                                               · Respect, develop, and challenge your people and teams
                     Teamwork              (Respect, Challenge,
                                                                             · Respect, challenge and help your suppliers
                                             and Grow Them
            Kaizen
                                                                                         · Create process ‘flow’ to surface problems
                                                                                         · Use pull systems to avoid overproduction
                                                Process
                                                                                         · Level out the workload
                                                                                         · Stop when there is a quality problem
                                            (Eliminate Waste)                            · Standardise tasks for continuous improvement
                                                                                         · Use visual control so no problems hidden
                                                                                         · Use only reliable, thoroughly tested technology


Challenge                                      Philosophy                                       · Base management decisions on long-term
                                                                                                philosophy, even at the expense of short-term
                                            (Long Term Thinking)                                financial goals
        Philosophy


                                Cost
   • The Customer
   • Increase income
   • Increase productivity
   • Reduce costs
   • Increase skills

2007/2008 reduce rent   Speed          Quality
loss from £1,196,308
to £622,119.
Reduction of £574,189
                                                                   · Continual organisational learning through Kaizen
                                                                   · Go see for yourself to thoroughly understand the
                                 Inspect
                                                Problem            situation
                                                Solving            · Make decisions slowly by consensus, thoroughly
                                                                   considering all the options; implement rapidly
                                               (Continuous
                                             Improvement and
                                                Learning)


                                           People and Partners               · Grow leaders who live the philosophy
                     Respect &                                               · Respect, develop, and challenge your people and teams
                     Teamwork              (Respect, Challenge,
                                                                             · Respect, challenge and help your suppliers
                                             and Grow Them
            Kaizen
                                                                                         · Create process ‘flow’ to surface problems
                                                                                         · Use pull systems to avoid overproduction
                                                Process
                                                                                         · Level out the workload
                                                                                         · Stop when there is a quality problem
                                            (Eliminate Waste)                            · Standardise tasks for continuous improvement
                                                                                         · Use visual control so no problems hidden
                                                                                         · Use only reliable, thoroughly tested technology


Challenge                                      Philosophy                                       · Base management decisions on long-term
                                                                                                philosophy, even at the expense of short-term
                                            (Long Term Thinking)                                financial goals
Future

• Electronic manual   • Analyse and
                        understand
• Test with
                        changes
  Customers
                      • Embed Customers
• Change our
  metrics             • Create
                        improvement
• Personal
                        teams
  responsibility to
  RTLs                • Procuring the new
                        capital works
• Communicate
                        programme
Discussion
 Peter Brown
 Andy Roper
  Dave Hall

								
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