Introducing Unipart Consultancy's Supply Chain, Business Transformation and Sustainability Consultancy propositions with proven customer case studies.
CONSULTANCY Engage. Transform. Sustain.
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CONSULTANCY Engage. Transform. Sustain.
Consultancy that delivers tangible benefits . Transformation that enables sustainable value.
The pace of change driven by digitisation and the need to reduce harmful carbon emissions is creating pressure for change in organisations of all types, while lessons learned from global events like Brexit and the Covid-19 pandemic have concentrated the need to reimagine supply chains of the future, in order that they deliver optimised, resilient, sustainable performance and value today. The need for transformation is clear. Visioning that change and implementing it is challenging for any organisation. Unipart’s transformation from its automotive manufacturing roots to becoming a leading manufacturing, logistics and consultancy Group has shown the importance of building employee engagement, if any form of transformation is to be successfully sustained. At the heart of this successful transformation is our sustainable transformation system, the Unipart Way. Developed and deployed in every aspect of our business, it is an approach that informs and enables continuous improvement, supported by digital technologies which combine to unlock exceptional levels of engagement. This approach has now been adapted to create all of the components needed for successful and sustained transformation for organisations facing a wide range of challenges, from supply chain transformation to wider organisational change. It’s an approach delivered by experienced people that combines proven processes with digital technology.
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Supply Chain - Transformation through supply chain experience and technology
Unipart Consultants have decades of experience in designing and operating supply chains across multiple sectors. The team combines significant data science and analytics experience with capabilities spanning data modelling, forecasting and scenario planning that, as part of practical transformation programmes, ensure supply chains operate optimally, sustainably and with an enduring focus on customer experience. At the same time, we help organisations respond to pressures on pricing, manage capital intensive asset bases and maintain continuity of service across a wide range of field, back office, engineering and commercial operations.
The cross-functional nature and breadth of activities within the most complex supply chains make basic logistics knowledge alone insufficient for true supply chain transformation. Our capability and experience extends across the breadth of complex supply chain management requirements as shown below and is underpinned by a business transformation model that executes change for sustained success.
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Supply Chain - Transformation through supply chain experience and technology
Network Design - assessing current and future needs to design or redesign processes and networks to optimise the supply chain and enhance customer experience and carbon impact.
Visibility & Control - transparency across the end to end supply chain using advanced systems and data aggregation, combined with deep supply chain experience for intelligent management and control.
Resilience - balancing resilience and efficiency to ensure business continuity via scenario modeling, planning, multi-sourcing, network diversification and near shoring.
Demand Forecasting & Inventory Optimisation - deploying advanced systems and analytics to forecast and plan for demand, optimising inventory distribution and holding.
Quality & Compliance - embedding a suite of tools and technologies to ensure compliance and quality assurance are value drivers, tracked at every stage within the supply chain.
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Business Transformation - Building the capabilities to sustain quality, customer experience and productivity improvements
A business’ operations and processes are fundamental to delivering value, great customer experience and maintaining advantage. Ever increasing pressures that come from market competition, technology advancements, compliance and regulation require a holistic approach to transform those operations and processes in order to stay ahead and keep meeting business goals. Unipart Consultancy’s business transformation approach is underpinned by tools and methodologies which, when combined with the deep expertise of our Consultants’ can support organisations with identifying, designing and executing the operational and process changes needed to transform their businesses. With a focus on building the capabilities to sustain process improvement that result in bottom line benefit, supporting, developing and engaging leaders to become advocates of change, embedding behaviours that sustain a culture of continuous improvement and the deployment of appropriate digital technologies; Unipart Consultancy can help reimagine and transform business processes and operations.
Process Improvement - delivering bottom line business benefits through driving operational efficiency and quality aligned to end customer needs.
Performance through Engagement - delivering and sustaining improved levels of business performance by utilising Unipart’s sustainable transformation engagement tools and skills.
Leadership - supporting and developing leaders through change to be strong advocates, with behaviours that sustain a culture of continuous improvement and employee engagement.
System Advisory and Digital Deployment - identifying and implementing appropriate digital technologies and systems to improve business performance and efficiency.
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Sustainable Transformation Achieves long term success
A detailed diagnostic of the customer organisation, specific value stream or process. Using our experience, digital diagnostic tools and engaging approach to provide clear recommendations on where value lies and the change required to realise it.
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We work side by side with the customer team(s) to deliver tangible improvements using our experienced, operationally focussed Consultants to transfer knowledge and skills.
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Enabling the transformation to achieve sustainable levels of value and improved performance by designing and delivering a programme of activities at all levels to achieve long term success.
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6 Key Phases of Deployment
Engage
Diagnose
Design and test
Implement
Sustain
Continuous improvement
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Sustainability - Innovation, analytics and experience combined to embed sustainable practices into every aspect of your business
Figure 1: Which of the following environmental topics and trends do you see as having an impact on clients over the next 2 years?
Sustainability is at a tipping point and so is the planet Environmental, Social and Governance (ESG) is now in the top 5 areas of boardroom focus - gone are the days where ESG is a ‘nice to have’, in fact 79% of companies in the FTSE100 and Dow Jones 30 now have a sustainability vision.Whilst a vision is an important step, achieving that vision is proving challenging, with half struggling to meet their goals and maximise the full business potential of making better, greener decisions. Corporate responses to sustainability have traditionally been either unsubstantiated or driven by risk mitigation and cost reduction.While these benefits may still arise as a result of engaging in better business practice, doing the right thing environmentally contributes to reputation, employee acquisition and retention, customer engagement and sales growth.
Investment opportunities for sustainable business Identifying risks with climate change
Understanding new green regulations and initiatives Identifying evolving customer sustainability expectations
Reviewing sustainability of supply chains
Reviewing business models for sustainability
0% 10% 20% 30% 40% 50% 60% 70% 80%
“Looking at the world through a sustainability lens not only helps us ‘future proof’ our supply chain, it also fuels innovation and drives brand growth” Paul Polman, Vice-Chair, UN Global Compact
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Sustainability - Innovation, analytics and experience combined to embed sustainable practices into every aspect of your business
Unipart’s experience in measuring its own scope 1, 2 and 3 carbon emissions, defining science based Net Zero targets and setting a roadmap to achieve these – by progressively identifying, developing and deploying the digital technologies that enable a total decarbonisation journey – means that we are ideally equipped with the tools and the expertise to embed sustainable principles that achieve long-term results for partner organisations. It is the case that scope 3 emissions (those in the wider supply chain, outside the direct control of the customer) must be measured and reduced in order to commit to Net Zero. We specialise in end to end supply chain design and operations – and so understand the important balance of cost, quality and service delivery in finding the right solutions and sequence of change to meet your businesses sustainability targets on time and in full.
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Your Journey to Net Zero
Our four-step process to supporting your Net Zero journey follows a well-defined, yet adaptable structure:
We are proud to be signed up to the United Nations Race To Zero, demonstrating Unipart’s net zero and sustainability commitment at the highest level. The same suite of proprietary tools, developed to support the measurement, reporting and analytics of our own environmental performance and that underpins these commitments will support you on your Net Zero journey.
Measure &Verify Supporting organisations to accurately measure and verify their carbon footprint across both their own operations and the wider value chain. Set Science-based Targets Transforming current carbon footprint into ambitious but achievable science- based targets. Strategy Design Designing the most effective roadmap of initiatives to take organisation from current state to embedding the principles that achieve the science-based targets for the long-term. Implementation Change Programmes Providing programme support, leadership and engagement to deliver a long- term, embedded sustainability roadmap.
It is this hands-on experience, developed across multiple sectors and regions, that has created the capability and tools to embed green principles and achieve enduring results. Contact us to find out how this can be translated into a solution for your organisation which, supported by our expert consultants, will embed sustainable practice into every aspect of your business.
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Business Transformation for NHS Trusts
The need for resilience and flexibility has never been greater; and it is being challenged by an increased pressure on costs and a need to deliver more efficient levels of care, accelerating referral to treatment times and all within a sustainable system.
Increase in demand and surety of supply during the early stages of the pandemic meant significant increases in stock holding within Trusts, occupying valuable space and money that would be better utilised for treatment, and clinical teams having to focus time and effort on Inventory Management as opposed to vital patient care. Staff health and wellbeing could be further undermined by frustration and the constant search for the right product. Increased visibility of the quantity and status of products coming into the hospital, and visibility of stock held within could deliver significant advantages in efficiency, satisfaction and quality of care. Accelerating transformation within the health service can deliver a wide range of benefits including improving A&E performance, reducing length of stay, transforming outpatient services productivity and reducing delays in referral to treatment. Transformations are only sustained when they are led by those running and owning the processes.The philosophy of ‘working with’ not ‘doing it to’ healthcare professionals is at the heart of Unipart’s approach and has been evident in a wide range of Trusts in which Unipart people have helped to introduce the latest techniques for delivering increased care without increasing cost.
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Capability to rapidly improve outcomes
Clinical Services
Unipart Consultants have a successful track record of working with NHS Trusts to deliver real benefits by applying an ability to deeply understand and create visibility around the challenges and then applying a set of principles, developed in some of the most demanding situations imaginable, to drive tailored solutions. Our philosophy of ‘working with’ not ‘doing it to’ healthcare professionals is at the heart of our approach and has been evident in a wide range of Trusts in which Unipart Consultants have helped introduce the latest techniques for delivering increased care without increasing cost.
Improving A&E Performance
Reducing Length of Stay Transforming Outpatient Services Productivity Improving Theatre Utilisation
Benefits
Clinical Space Optimisation
• Building capability, better forecasting and teams jointly managing capacity resulted in improved flow and reduced admissions. 57%reduction in A&E treatment times, a £430,000 reduction in winter expenditure and four hour A&E targets met despite 21% demand increase • Improved patient flow within emergency pathways resulting in a two day reduction in average length of stay for medical non-elective patients • Theatre utilisation boosted from 77% to a class-leading 90% and delivered a £1 million per annum revenue increase • Six week referral lead time reduced by 66% and 500 patient referral backlog completely eliminated. • Improved capacity, adding 750 outpatient appointments and 180 elective theatre procedures per month - all within existing resource • Process redesign and making better use of space delivered significant increases in throughput (35%), improved revenues and cut average waiting times in half • Storage area reorganisation with visual management aids provided stock control, reduced inventory and simplified order processing.
Reducing Referral to Treatment Delays Clinical Workforce Productivity Improvement
Non Clinical Services
In Hospital Logistics Optimisation The UnipartWay Online - Delivering and Sustaining Change Project Management Excellence
Lean Transformation of Transactional Services
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HMRC Delivering large scale Business Transformation
The Challenge
HowWe Helped
Unipart Consultants were challenged to transform the department’s efficiency through embedding a sustained culture of continuous improvement over a five-year period, with the specific request of generating a 30% productivity uplift and improvements in quality. The transformation programme called PaceSetter, focused on improving leadership capability and employee engagement alongside significantly improving processes and addressing enterprise-wide value creation across the department. At the same time The National Insurance Contributions Office (NICO) – which registers 70 million new National Insurance (NI) accounts and processes over £300bn of UK State Benefits and Pensions each year – wanted to improve performance and customer services levels.
The original scope of work was to roll out four ‘standard process solutions’ to ten Large Processing Offices, train up to 150 HMRC people to become ‘Central Experts’ in continuous improvement techniques and to design six standard solutions for the National Insurance Contributions Office (NICO).. This first phase achieved substantial performance improvements, typically: • Productivity uplifts in the processing of self assessment tax returns (both paper and electronic submissions) and associated documents ranging from 30% - 80% • Quality (accuracy) improved by 50% minimum • Backlogs of work eliminated. Teams were shown how to map their processes, identify and eliminate waste and develop improved ways of working themselves.Training in problem solving techniques equipped them to deal with day-to-day issues and visual management tools and sustainment techniques were embedded to ensure long-term continuous improvement. A model office was setup to give HMRC people the opportunity to go and see all of the PaceSetter tools and techniques working together, to meet and talk to colleagues who use them in their daily work and to see a new style of leadership behaviour in operation.
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HMRC Embedding a culture of Continuous Improvement
Benefits
• Generated the equivalent of £400m savings and £860m tax yield • Productivity increases of at least 30% and improvements and value for money for the taxpayer, it has led to increased debt recovery in mainstream taxes work and error and fraud returns in HMRC’s Benefits and Credits business • Headroom was created to take in new work, reduced lead times for customers and vastly improved ‘right first time’ quality (from 49 to 99% in some cases) • Over 450 internal PaceSetter practitioners have the capability to continue to improve HMRC’s performance with the skills and competencies we have provided • Upwards of >1,000 senior leaders and managers underwent coaching or formal training • Creation of performance hubs and boards, at all levels of management, are providing a visual line of sight from the strategic objectives and supporting improved decision making and performance from the Executive Committee to the frontline • Greater expansion and adaptation of the PaceSetter into business areas whose work is less transactional and more considerative, such as policy units, has been achieved with an early success showing improvements in cycle time within one specialist area reducing from 7 years to 11 months • The PaceSetter brand and the disciplines around maintaining its integrity were well established withinWhitehall and beyond.
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Utilities Business Transformation on a Global scale
The Challenge
HowWe Helped
Our customer, one of the world’s biggest Utilities companies, was challenged by OFGEM through the RIIO framework, to play a full role in the delivery of a sustainable energy sector, and in a way that delivered value for money for existing and future consumers. To meet RIIO targets, our customer had several major challenges.An ageing workforce was resulting in skills and experience being lost over time, processes were not standardised across teams, there was little evidence of problem solving and no continuous improvement culture. Limited collaboration across end-to-end processes gave rise to sub-par strategic alignment between functions. Performance metrics were largely limited and not linked from team level upwards.Two way communication between all levels was recognised as an area requiring improvement.
Unipart Consultancy created for this company its own version of ‘The UnipartWay’, called Performance Excellence (PEx) and implemented it organisation wide.The key objectives of PEx were to: • Develop a change programme to implement new ways of working across the organisation to understand and improve performance at all levels • Drive a culture change and increase the maturity the organisation’s continuous improvement ways of working by engaging the employees and creating sustainable change • Develop and populate a Learning Academy with materials, resources and process relating to Performance Excellence so that they were self-sufficient • Build Internal expert change lead capability that is self-sufficient and self-sustaining • Build line organisational capability to understand and improve performance through continuous improvement • Develop leaders and managers to allow them to effectively support the change process. Programme scope covered all UK and US based activities across field operations, back office processes and support functions. In the UK the programme actively engaged nearly 7000 staff and in the US 4000 people over a 4 year period. At peak the UK programme had 60 Unipart Consultants coaching and supporting the customer’s teams with similar numbers in the US.The consultants were responsible for training, coaching and developing the customer’s practitioners, in the line employees and managers using a robust process improvement framework and capability frameworks.
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Utilities Business Transformation delivers enduring benefits
Benefits
Unipart worked alongside this customer to develop PEx to address the core objectives and build lasting change capability. Change leads were coached in the delivery of structured projects across the business. Each project focused on: • Operational improvement and training in core lean tools (over 10,500 employees) • Creating a culture of problem solving, continuous improvement and sharing best practice. Our approach to business change has delivered significant cultural, engagement and financials benefits: • Substantial financial benefit of over £200m (UK ROI of 9:1) • 627 process improvement projects (major end-to-end projects to focused Rapid Improvement Events) • 230 internal improvement practitioners across the UK and US • 400 leaders engaged, trained and coached in PEx ways of working to ensure sustainable change • 309 KPI dashboards, linking team performance through to leadership objectives • Significant cultural change by actively involving the front line employees and leaders in driving continuous improvement.
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Business Transformation Enabling a UK utilities company to turn around its performance
The Challenge
HowWe Helped
An independently quoted UKWater andWaste company that provides water services to over 3.5 million paying customers, covering a population of approximately 8 million people, was struggling to maintain the standards of service expected by its customers and the environmental and public health regulatory authorities.The company was significantly underperforming and was judged to be the worst in its sector. A new management team sought our help to co-deliver the company’s improvement agenda; our challenge was to help turn the company into the best water and waste provider in the UK. This was to be achieved through the development and implementation of an organisation-wide transformation programme that spanned 9 counties. The programme’s focus was on significantly improving processes and levels of customer service, while at the same time engaging staff and building their capability to sustain and continuously improve new ways of working.
Our Consultants worked side-by-side with both management and team members, to firstly understand the challenges and then identify and implement the opportunities for improvement. Together, we developed a programme of activity that ensured all areas involved were aligned by a common set of principles and deliverables.This programme was then systematically deployed across both water and waste management operations. New operating models were introduced, supported by visual management, that empowered teams to expose and resolve problems daily. Key performance indicators were also developed and the introduction of communication cells enabled regular reviews of performance against targets. Continuous improvement audits and reviews were introduced to pick up any necessary actions needed. Our Consultants engaged and coached teams and developed in-house experts in new ways of working, building their capability in being able to review performance, identify issues and solve problems at their own level. They provided staff and management with the skills to continuously improve performance in their areas.
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Business Transformation Enabling a UK utilities company to turn around its performance
Benefits
• The company was totally turned around and received a maximum score for customer service in Ofwat’s assessment • Examples of the much improved and consistent customer experience include an improvement from 38% to 80% of calls being resolved first time in customer complaints; in leakage repair, the age of the oldest job was reduced from 116 days to just 5 days and the average lead-time on fault repair is now down from 8 days to 2.25 days • In order to ensure the new ways of working were sustained and continuously improved, we trained 50 of the company’s staff to become their own specialists who are capable of sustaining and continuously improving the new ways of working • In addition to significantly improving customer service, the improvement programme has delivered £13 million in operating cost savings.
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Automotive Sector Driving a High Performance Supply Chain
This global automotive manufacturer was suffering with part quality, supply issues and lack of visibility of capacity within the supply chain; issues that were causing stoppages in the build programme and poor warranty performance. This negatively affected profitability, the customer experience and customer retention.The root cause of these issues stemmed from a lack of control over the supply-base and suppliers not conforming to approved processes and methods. The OEM also wanted to embark on a new, challenging build programme to support their growth target. In order to de-risk the OEM’s supply chain and prevent costly line stoppages, the OEM needed to make sure that its suppliers would be able to deliver the increased volumes at the required quality standard. Supporting a major OEM to de-risk and drive high levels of performance
HowWe Helped
We created a 9 step assessment to rapidly assess the current compliance of supplier processes and provide a detailed report and suite of KPIs. Our Consultants conducted assessments across 75 key suppliers that were affecting the manufacturer’s supply chain and worked with the output from the assessments to develop a 90-day improvement plan with each supplier that would be closely monitored. 95% of the assessed suppliers were found to be noncompliant.Where necessary immediate containment was put in place to protect the manufacturer from substandard parts. Each 90 day plan involved intervention activities to return the supplier parts performance back to required quality standards.Additional insights from each assessment highlighted the supplier’s operational capability and capacity to handle increases in volume.
The Results
• All non-compliant suppliers returned to a compliant status within 12 months
• Over 150 issues, with potential to impact production were identified and resolved before risks materialised – preventing significant cost to the manufacturer
• The client now has a repeatable assessment process to continue to improve supplier performance and to develop supplier insights.
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Automotive Sector Transforming a Branch Network
Benefits
The Results
The business was underperforming and needed to be transformed quickly. Implementing performance improvement programmes into a large single location is challenging, time consuming and difficult to sustain, this diverse network over 200 locations brought additional complexities, including natural resistance to change from employees who had seen initiatives come and go over many years.
Implementing the UnipartWay throughout the branch network in 12 months achieved significant improvements in service quality. It created more time for branch management to develop new customers, as well as the capacity within the network to serve these additional customers at no extra cost. The programme grew sales across the network by 10%, while also creating £1 million of cost savings directly from employees’ use of creative problem solving.
HowWe Helped
We had to understand the critical service quality processes necessary to transform customer service and create a strong platform to continuously enhance quality, reduce cost and improve delivery. Branch staff and management were engaged to design and develop the systems and processes that would be rolled out nationally.We created ‘Stop Points’ in critical business focus areas including; Goods In, Service Receptions,Works Control, Used Car Prep and Trade sales. Stop Points provide a robust way to drive performance, ensure a consistent way of working across all branches and enable teams to use UnipartWay controls to track and monitor performance at a glance against Stop Point standards. We designed a methodology for rapidly engaging staff at every level in the organisation, to demonstrate that better ways of working improved customer satisfaction, sales and profitability. A programme to bring all branch staff to Unipart was developed, providing the opportunity to see at first-hand the UnipartWay working effectively inside our own organisation.This overcame ingrained resistance, replacing it with an enthusiastic and immediate desire to engage with the programme. An electronic coaching system was implemented which enabled real-time coaching and faster progress through reviewing performance against the critical Stop Points. Expert coaches were able to deal with problems as they arose at each branch and give branch managers guidance by their side at all times.
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CONSULTANCY Engage. Transform. Sustain.
Why Unipart Consultancy? We understand the challenge of transformation, whether that’s within an end to end supply chain or other equally vital business functions - we know what successful, sustained transformation looks like from the boardroom through to the shop floor. It’s at the heart of what we do to ourselves and for our customers everyday and has been pivotal to Unipart’s story of success across four decades.We can help you achieve the same. Our experience working with organisations and supply chains across automotive, health, utilities, technology and public sectors, and proven examples of where successful transformations have been sustained to deliver benefits in customer experience, environmental sustainability, employee engagement and bottom line profit can all be translated into an enduring solution for your business, supported by our expert consultants. Get in touch Unipart House
Garsington Road Cowley Oxford OX4 2PG Email: consultancy@unipart.com Website: www.unipart.com/consultancy Telephone: +44 (0)7919 395 360
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