What was the challenge?
Europe’s largest independent provider of cellular infrastructure had recently acquired new infrastructure in the UK, inheriting an install delivery process where throughput was not high enough and cycle times were too slow (on average up to 600 days e2e) to effectively service the demands of customers. We were brought in to review the e2e install process, identifying issues and bottlenecks in order to develop recommendations to drive towards a future state which better met customer demand.
How did we help?
Our team applied a tailored approach, using Lean, Six Sigma, and Telco expertise to review and redesign the installation delivery process. We initially set out to complete an assessment of the current state and identified >100 issues and opportunities. These were grouped into themes to help shape the recommendations for the future state process and supporting capabilities.
Based on our current state analysis, >70 improvement opportunities were then developed in priority themes. These included 21 key initiatives that could be implemented in between 1-6 months, as well as longer term solutions. For each key initiative, we defined owners, benefits and next steps to progress these as part of an implementation plan handed over to senior stakeholders.
These initiatives included a triage process to categorise requests, production planning for scheduling of jobs to partners, a clearly defined partner strategy, a central transformation plan and more. To supplement our implementation plan, we designed a high-level future state process and a KPI dashboard to measure both internal and partner performance.
What was the impact?
Through the process review that we conducted, the client and its partners were left with a clearly defined roadmap to transform their install delivery process against the objectives of increasing throughput, reducing cycle time and improving reliability. The 21 key initiatives provided the tools to implement significant improvements to the install process, with a potential opportunity of 150 days time saved vs. the 600-day baseline (25%). The client was also left with the design of a mechanism to quantify and measure these performance improvements through the KPI dashboard.
