Client Overview

A large, customer-focused residential agency recognised for exceptional customer feedback and consistent service standards. 

The Challenge

Operational activities were historically delivered across many locations, requiring staff to work across multiple specialist tasks. This decentralised model limited scalability, created variability in service delivery, and reduced efficiency. 

To support future growth, the business sought to centralise certain operations into a dedicated HUB that would improve customer experience, shorten turnaround times, and reduce operating costs.

Our Solution

Over a 7-month engagement, we partnered with the client’s leadership team to design, build, staff, and transition to a fully centralised HUB. Lean and Six Sigma tools—including Line Balancing, Cellular Working, and Mathematical Modelling—were used to optimise flow, resource allocation, and performance.

Measure

We assessed the existing model by analysing:

• End-to-end process steps and timings
• Documentation standards and IT processing methods
• Historical and forecasted demand volumes

This provided a baseline understanding of workload drivers and operational constraints.

Analyse

Validated process maps and timing data enabled the creation of process loading charts to visualise workload distribution, identify bottlenecks, and test capacity assumptions. A detailed staffing model simulated operational scenarios and highlighted:

1. Workload imbalances
2. Processing and documentation inefficiencies
3. System limitations affecting throughput and accuracy

Improve

The end-to-end process was redesigned to streamline tasks, standardise methods, and improve flow. Key actions included eliminating non-value-added activities, improving communication and document flows, and adding controls to prevent rework. 

Pilot testing enabled the refining of lead times and staffing estimates. The plan was approved by senior leadership and shared with regional managers to gain feedback and ensure alignment. Layout designs and facility specifications followed, enabling site procurement and construction.

Control

During construction, the team developed training materials, work instructions, supported recruitment and training of staff in the new processes. Activities were transitioned progressively from local locations into the HUB, aligned with ramp-up capacity and capability.

The Results

• Operational savings fully funded HUB construction
• Annualised savings exceeded £1 million
• HUB reached full capacity within 3 months of construction starting
• Capacity exceeded previous volumes with high quality
• Customer satisfaction improved significantly
• Lead times and rework reduced
• Increased multilingual customer support