I believe that our success was because of three aspects. We brainstormed and came up with a plan. Everyone was given enough time to come up with the idea which was discussed. Secondly, a new more effective layout along with assigning the right job to the right person. Thirdly we identified the wastes, and in the second round, they were removed like underutilization of the materials ordered, testing methods, flexibility in production and layout, etc. It was a great exercise which practically proved the importance of the right process, right design and right layout make a big difference. Further, we applied PDCA...
I believe that our success was because of three aspects. We brainstormed and came up with a plan. Everyone was given enough time to come up with the idea which was discussed. Secondly, a new more effective layout along with assigning the right job to the right person. Thirdly we identified the wastes, and in the second round, they were removed like underutilization of the materials ordered, testing methods, flexibility in production and layout, etc. It was a great exercise which practically proved the importance of the right process, right design and right layout make a big difference. Further, we applied PDCA performance improvement principle in true spirit by constantly improving our process. We started from brainstorming sessions to evening practice, improved process by removing waste. We utilized both lean and agile techniques during the PFD exercise keeping in mind both product variety and stocks penalties.
In the Context of BTS, we use a combination of agile and lean service provision techniques simultaneously where demand (number of inbound calls) and product variety (nature of the inbound calls) vary and increase respectively. Staff is highly specialized, and training is provided to keep the staff abreast with the current and forthcoming issues and capabilities required to deal with the issues, e.g. change in legislation of gas servicing, new electric guidelines, GDPR, etc. The operation is flexible which allows staff to float between lean and agile spectrum depending on demand and workload.
In terms of layouts, i.e. Fixed, Process, Product and Cellular, BTS is more closely following cellular operational layout. I said more closely as in a true since it has adopted a combination of layouts within BTS. Within the call center it is a more cellular layout, but after the planner’s section, it changes its shape to process layout when it reaches trade operatives, i.e. plumbing, heating, electric, carpentry, glazing, etc.
