1. Achieving excellence through Optimised Planning
Ian Rule
Achieving excellence through Optimised Planning

3. Anglian Water

4. Our Journey AMP 3 AMP 4 AMP 5 AMP 6 2000 - 2005 2005 - 2010
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

7. 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

8. 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.

9. Cultural Journey would be key

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

11. Current State

12. 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

13. Operational Management Frameworks
The handbook by which we do our business

14. 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

15. 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.