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POST
OFFICE
Topic 1: Operational Excellence Visits
Lee Taylor, Rahul Patel
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Executive Summary
« Area Manager led Operational Excellence Visits are designed to provide a consistent approach to branch visits, with the
main aim to reduce discrepancies across key operational measures.
« Launched in July 23, over 5k visits have been conducted across branches identified and prioritised using NORM data.
* Feedback from Area Managers indicates this approach provides clarity and provides clearer structure to their visits, with
supporting content to further enhance the support and knowledge they provide branch teams.
« Early findings have shown positive impact of new approach, with reductions seen across average value of discrepancies
across all focus areas. Further analysis is required to understand longer-term impact.
« Whilst these findings are positive, further work and resource is required to fully leverage
these visits in supporting the wider operational excellence programme, including the
right tools, platform and enhanced data. Sr lL an
v
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Ops Excellence visits provide a consistent, data-led approach to branch
visits with the ability to flex key drivers based on business requirements
5029
visits since July 23
(3794 unique)
Key Topics Covered
Cash decs
Excess Cash
Transaction
Corrections
Discrepancies
Other Ad-hoc Topics
Lottery
Purpose
Approach
Feedback
* Optimise branch performance
+ Ensure consistent operational standards
* Targeted visits driven by data
* Provide field team with credible data
* Educate and support with richer content
* Clear feedback loop back into central teams
“Visits feel “Support tools “Making
focused, giving give more Postmasters
more time to knowledge (love lives easier by
coach and better the videos with helping them run
understand the the subject their branches
barriers” experts)” more efficiently”
Cash Declarations
Percentage
43.8% I
82.6%
Before visit After visit
In the 30 days after receiving a visit the
percentage of cash declarations by branches
had increased by 3.8%
Operational Excellence AM visits — early findings
There is clear value identi
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ied from the tactical Operational Excellence visits starting to come through, however more work is required
to improve the end-to-end process of Operational Excellence and how these AM visits support a wider programme across all areas of retail
Average Excess Cash
Instances Average Value
$7 yu
Ey
a
In the 8 weeks after receiving a visit the
number of instances of excess cash had
reduced slightly by 2% however, the
average value had decreased by 11%
Circ. £27.5m excess cash returned from
network following visits
Before visit
BE stervisic
Transaction Corrections
Instances Average Value
+16% I 47%
19 2
be 6
z
fa
iS
In the 60 days after receiving a visit the
volume of transaction corrections had
increased by 16% however, the average
absolute value had reduced 26%.
Circ. £0.73m reduction in value
of corrections
[1] Comparison based on data from 2 period timeframe to show indicative results
Review/Dispute Discrepancies
Instances Average Value
aia co
398
11,602
In the 2 periods after receiving a visit the
volume of discrepancies raised via
Review / Dispute had reduced 34% and
the absolute value had reduced 24% [1]
Discrepancies Settled Locally
Instances Average Value
47% I pe
1,071
1,030
In the 2 periods after receiving a visit the
volume of discrepancies settled locally
had increased 7% and the absolute value
had reduced 34% [1]
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Next steps
Continue to refine Work to up skill Create more clearly
visit approach to AM and BSM defined next steps and
capture useful insights, team knowledge, and action plans post visit
and to drive PM create bite-sized to drive interventions
confidence and content to support (training, follow up,
behavioural change actions post visit etc)
Continue monitoring results to understand longer term impact of these visits
Appendix — Operational Excellence Regional Breakdown
Region
David Atkins (R01)
Rachel Lawler (R02)
Craig Perrins (R03)
Donna Poulter (R04)
Tony Sanghera (R05)
Nick Carroll (RO6)
Andy Parker (R07)
Paul Mead (R08)
Lynn Lewis (R09)
Manish Mehta (R10)
Lesley Macneil (R11)
Debbie Mickleborough (R12)
Total
Cash Declarations
% Movement
Average Excess Cash
8% 3% — 12% 35%
5%
Transaction
Corrections
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Review/Dispute
Discrepancies
Instances Avg Value