Balfour Beatty Utility Solutions

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1 Balfur Beatty Utility Slutins Prject wner: Jhn Matthews, Senir Quality Manager Prject name/system name: Balfur Beatty Utility Slutins Management System

2 Objectives Initial bjectives Balfur Beatty Utility Slutins was frmed twards the end f 2007 after the merger f Balfur Beatty Pwer Netwrks (BBPN) and Balfur Beatty Utilities (BBU). Prir t the merger, BBPN had purchased the Triaster Slutin independently and BBU used stand alne Visi fr prducing prcess maps and publicatin f them via the internal Intranet. Histrically, each rganisatin had different reasns fr prcess develpment. As a result, there were tw clearly defined primary bjectives:- BBPN s bjective was driven by the desire t mve twards a prcess-based Quality Management System t achieve and cmply with the requirements f ISO9001 and ther industry standards. BBU s bjective was t understand and map ut peratinal prcesses in rder t underg a business change prgramme which was t be supprted by the rll-ut f a new wrks management system. Frm a BBPN perspective, there were a number f reasns why the Quality Management System needed t change: ISO The standard prmtes a prcess-based apprach Sil mentality Existing prcedures written arund departments Bureaucracy T many prcedures, frms and ther dcuments Out f date dcumentatin Lack f standardisatin Lack f understanding Difficulty in accessing quality dcuments N systematic way f identifying and dcumenting risk and perfrmance measures Based n the abve, a number f requirements fr the new system were identified: A prcess apprach Easy t use & understand. Easy t maintain (minimal invlvement frm the IT Dept) Help t satisfy ISO 9001 requirements fr: Identifying prcesses Determining their sequence & interactin Cntrlling prcesses Mnitring, measuring & analysing prcesses Cntinual imprvement f prcesses

3 Prvide an intuitive methd fr accessing relevant dcumentatin. Prvide a framewrk fr managing risk and perfrmance measures. The Triaster Slutin (Prcess Navigatr) prvided a best fit fr these requirements. The initial scpe was reviewed fllwing the merger f BBPN and BBU and, althugh very little has changed in terms f verall aims, the timescales fr implementatin have been affected. This is predminantly due the difference in structure f the tw business Quality Management Systems and the intrductin f a centralised business mdel fr the newly frmed Balfur Beatty Utility Slutins (BBUS) business. After a thrugh review f bth systems, a single system slutin was agreed, which included three elements; the new cmpany Intranet, Prcess Navigatr and Wrkbench (dcument management system). System usage scenaris During the rll ut f the new BBUS system, it became apparent that there were tw types f user: 1. Thse that were interested in, r required knwledge abut, the prcesses. 2. Thse requiring quick access t prcedures, frms and ther dcuments.

4 The abve system mdel allws users t access dcuments directly frm the Wrkbench dcument management system r by navigating thrugh the prcess map hierarchy t hyperlinks. The Triaster Slutin has helped t meet the requirements f ISO 9001, particularly with respect t defining the QMS prcesses and shwing their interactin thrugh the use f drill-dwns and ff-page cnnectrs. The flexibility f the Triaster Slutin has enabled hyperlinks t be established t related dcuments, such as prcedures and standard frms, and t prvide access t risk and perfrmance infrmatin, as shwn belw. Additinal bjectives achieved With bth BBPN and BBU adpting a prcess apprach t their management systems, it became easier t integrate them. Althugh styles f prcess maps differed, the develpment f a standard nde and mapping stencil has prvided a quick way f demnstrating an integrated apprach and a single management system.

5 Achievements Prprtin f intended prcesses captured Apprximately 75% f the prcesses identified within the riginal scpe have been captured and nw the bjective is t ensure that all main departmental prcesses and site activities are als mapped by the end f the year. Level f take-up acrss the rganisatin Althugh the new BBUS Business Management System was nly launched in January 2009, there has been psitive feedback frm a number f areas; hwever, the prjects are still very much in their infancy and the full benefits t the newly frmed business are still materialising. Training/awareness sessins are planned t take place in June t prvide all departments with an verview f the system and gain valuable feedback. Data captured behind prcess elements Prir t the BBPN/BBU merger, BBPN were develping and custmising the prperties fields t capture static perfrmance data and t assist in Value Stream Mapping. The prperties fields wuld be able t cllect data n prcess waste, bttlenecks and nn-value adding activities. It is still the intentin t develp the system in this way, but due the merger, wrk in this area has been pstpned until the new Business Management System has been sufficiently embedded. Senir management feedback Feedback frm senir management has been generally gd. Prir t the merger, BBPN nly used the Mapping and Analyst versins f Prcess Navigatr. Fllwing a demnstratin f the system, apprval was granted t purchase the full Triaster Prcess Library fr BBUS. User feedback As previusly mentined, during the rll ut f the new BBUS system in early 2009, it became apparent that there were tw types f user: 1. Thse that were interested in, r required knwledge abut, the prcess. 2. Thse requiring quick access t prcedures, frms and ther dcuments.

6 Initially, users frm within the business that had little expsure t prcess maps and the structure f the system fund difficulty with quickly accessing dcuments. Changing the ptins n the BBUS intranet allws users t access dcuments directly frm the Wrkbench dcument management system r by navigating thrugh the prcess map hierarchy t hyperlinks. Wrk is currently underway with central functins, such as HR, Supply Chain and Plant & Transprt, t prcess map their activities. Very gd feedback is being btained with respect t ease f use and understanding f a prcess apprach. New emplyees are beginning t use prcess maps t gain an understanding f the business, their department and the prcesses that affect them. As a recent additin t the BBUS Quality Team, the use f prcess mapping acrss the business, has allwed me t mre quickly understand the BBUS prcesses and where interactins take place. - Mike Carter, Quality Manager Pwer Slutins External audits perfrmed n the system In line with Balfur Beatty Grup requirements, BBUS are certified by Det Nrske Veritas (DNV) fr ISO 9001, ISO and OHSAS management systems. Six mnthly audits are carried ut by DNV t cnfirm cmpliance with the standards and t prvide Balfur Beatty Grup with feedback. As part f the agreement with Balfur Beatty Grup, DNV are required t escalate any Ntewrthy Effrts that are evident during their visits t Balfur Beatty Grup. Fllwing the audit f the prcess based management system, a Ntewrthy Effrt was reprted. Prfessinal recgnitin, awards r publicatins based n the system BBUS hld a number f industry certificatins, all f which use the Business Management System t underpin their cmpliance. These certificatins include: Water Industry Registratin Scheme Gas Industry Registratin Scheme Natinal Electricity Registratin Scheme A submissin was made t the Nrth f England Excellence Awards in 2008 by the Pwer Slutins Nrthern regin f BBUS. The EFQM assessrs were really impressed with the Prcess Library, which satisfied many requirements f the EFQM Excellence Mdel with respect t Prcesses. The Regin was included in the final selectin fr shrtlist, but narrwly missed the final shrt list.

7 Benefits Benefits achieved A number f benefits f the Triaster Slutin have been realised since the system has been implemented: Mre appealing than pages f wrds! Helps t understand what a prcess invlves Helps t understand what a prcess achieves Fcuses n inputs & utputs Prvides a structure fr identifying risk Prvides a structure fr identifying perfrmance measures Aids cmmunicatin & awareness Aids training & develpment Helps t identify gaps and nn-value adding steps r activities Helps t identify business imprvements Prcess imprvement examples It is the intentin t use the Plan-D-Check-Act (PDCA) apprach, where the current state f prcesses are mapped and then measures intrduced t assess their effectiveness and efficiency. Prcesses will be reviewed and any imprvement pprtunities identified and intrduced, finally resulting in prcess maps being refined t reflect the changes and t ensure imprvements are maintained. Quick wins were achieved during the mapping exercises themselves, where they highlighted that existing prcess deliverables, such as reprts, were nt being used by ther prcesses. Fllwing the prcess mapping f certain peratinal prcesses, internal audits have been carried ut and have highlighted areas within the wrk management system where data is nt being captured crrectly. The prcess has nw been revised t reflect when and what infrmatin needs t be captured within the wrk management system t imprve the prcess cmpliance.

8 Innvatin Althugh, prir t the merger, bth BBPN and BBU adpted a prcess apprach t their management systems, the styles f prcess maps differed. T enable an effective and efficient merger/integratin f management systems, the develpment f a standard nde and mapping stencil was essential. A cmparisn f bth types f ndes and templates was carried ut t ensure that best f bth were used in the final slutin. This resulted in custmised nde and activity prperties, utilising clur cding t illustrate activity metrics diagrammatically, as shwn belw:

9 A new Flash based menu structure has given users a mre website feel t the Business Management System and helped t speed up access t relevant maps. If yu have any questins r wuld like further infrmatin please cntact us n r by ing inf@triaster.c.uk

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