Achieving excellence through Optimised Planning Ian Rule Achieving excellence through Optimised Planning

Anglian Water

Our Journey AMP 3 AMP 4 AMP 5 AMP 6 2000 - 2005 2005 - 2010 2010 - 2015 AMP 6 2015 + Local planning by Field Managers Non standard approach No performance visibility Service lottery Operational Management Centre created Introduction of Click Scheduling Introduction of Toughbooks for field-force deployment Benefit Delivery Delivery of Improved baseline Service Day to Day Operational/ Incident Management Delivery of Efficiency Programmes DHL approach to Job Management Improved technician productivity Performance reporting Integrated Operational Management

Opportunity Statement The business operates in a reactive mode Planned work on our assets is not fully delivered Service failures incurred by not keeping customer informed. Leading to Sub-optimal Asset Performance High levels of Work Backlog Reduction in Overall Productivity Exposure to Risk Customer Dissatisfaction

Integrated Operational Management Insight Operational Management 1. Operational Planning A forward looking organisation focused on planning for the desired outcomes. 2. Operational Management Clear definition of how we operate day to day, effectively and efficiently. 3. Customer Management Resolving operational issues with an excellent customer experience. 4. Operational Insight Consistent live data, presented as valuable information, supporting operational functions. Operational Planning Customer Management So what is Integrated Operational Management? 4 Key Elements 1 – Planning – moving how we operate from reactive to proactive / focus on workload and resources 2 – Management – In a proactive approach, how do we want to operate internally day to day 3 – Customer – How do want to serve our customers 4 – Data & Reporting – underpinning and enabling the above.

Cultural Journey would be key

IOM Steps The IOM Journey 1 Current State Review 2 Concept Design 3 Detailed Design 4 Pilot 5 Implement

Current State

Process Changes Operational Management Frameworks Delivery Planning OMC team and processes Tactical Planning In Day Scheduling Create & Triage and Priorities OMC roles and processes Low impact changes for field teams What will day 1 feel like? Technicians: minimal changes, new phone number, work still received in the same way FLMs: new approach to Planning and Scheduling work, involvement in ensuring the right work is in the schedule in advance of the day, new phone number and mailbox for requesting work and speaking to the OMC Continual building on process changes for the next six months

Operational Management Frameworks The handbook by which we do our business

Cultural Change Engagement with field and Operational Management teams through design and implementation Joint solution Used new communications channels for 1500 field users Education and training for all managers Support for managers to educate their teams

Results Uncomfortable decisions now beginning to be made Some had a level of comfort within the previous fog Work being done in line with agreed priorities – business risk reduced Backlogs reduced by 80% over 2 years Roll-out only the start – need to make it stick Can you ever do enough change management? If you want an easy life don’t do change! Springboard for us to move forward for next 5 years.