Congleton, England, United Kingdom
A significantly experienced Continuous Improvement lead, skilled in improving processes, business partnering, leadership and business performance analysis. With an extensive understanding of change and operational management within one of Europe’s largest shared service providers (HR, Finance, IT). Cares about making a difference by implementing impactful improvements where benefits are realised for the organisation, employees, and customers. Accredited Lean Six Sigma Black Belt with a CIPD Level 7 in Human Resource Management.
Provided change expertise to support Local Government Reorganisation (LGR) within Staffordshire County Council (SCC), which aims to restructure Local Authorities to improve efficiency, governance and service delivery through merging Councils. Key Activities: • Worked with the Transformation Director and Project Team to scope and deliver the LGR programme. • Engaged with external consultants (PwC) to create an Options Appraisal based on qualitive and quantitative information, across all SCC services, to support the organisations preferred option for LGR. • Workstream Lead support for Finance, HR, Data & Information Governance and Systems & Digital. Building effective relationships to address concerns and understand potential impact on service delivery and customers. • Worked collaboratively with Assistant Directors to ensure a culture of high challenge and support and a values-led approach to change and transformation. Previous projects include working with Tricordant to conduct a full review of SCC organisational structure to identify efficiencies and defining a new senior leadership L&D programme.
Led and coached a multi-disciplined team which delivered high quality Continuous Improvement (CI) projects to support the organisations strategic objectives. Able to effectively utilise CI tools and techniques across the whole organisation in an enabling role. Experienced with supporting stakeholders throughout the DMAIC stages to ensure issues are addressed and benefits are realised. Chaired DBS CI Networks and CI Innovation Boards which brings the community of interest together to mitigate risks, prioritise resources and share experiences. Responsible for reporting on CI projects and CI maturity. Projects included: - Debt recovery and management – reduced overpayments processing times from 94 to 5 days. Removed 11 high risk steps identified in the Failure Modes Effect Analysis. - Commercial and contract management – reduced unnecessary steps within the business case approval process and improved collaborative working so requirements are communicated in a timely manner. - HR assistance for overseas staff – chaired workshops with stakeholders across MoD. Created a new dedicated helpline. Improved guidance articulating DBS roles and responsibilities which has improved customer satisfaction.
Worked in a key role within the project team to implement a new Oracle HR system for over 60,000 staff. Through stakeholder engagement captured business requirements across all impacted services lines. Worked closely with Deloitte (project delivery partner) to support the functional design of the system. Created 120 high level end to end Visio process maps demonstrating the new ways of working. Supported user acceptance testing, training activities, and robot configuration which helped ensure a smooth implementation.
Delivered multiple projects to enhance service delivery and customer service including Recruitment, Pay & Expenses. Coached senior managers to help build a culture receptive to change, including holding workshops to identify and remove barriers to CI.