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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