Program of efficiency projects in key areas of the business to build a self-sustaining process to enable KFM to review current and future focus areas.
£236k p.a. Cost Avoidance through improved Order Approval process and scrutinisation.
£370k of operational efficiency identified for release across program
Implemented agile continuous improvement mode - reduced errors, Improved accuracy in data.
Project managed the delivery of NHS National Standards Cleanliness 2021 across the Trust.
Bespoke cleaning model - 10% hours reduction across targeted areas – £218k p.a. saving.
Revised cleaning specification in-line with new national standards of cleanliness 2021.
De-Risked the existing policy whilst maintaining NHS requirements.
Amalgamation of Managers based on m2 and occupancy benchmark to release Building Managers - £65k p.a. saving
10% Increase in cleaning productivity - £164k p.a. Saving.
Identified 50% of sub-contracted work to bring in house-£200k p.a
Improvement in the monthly TfL WIP position of £971k,
18-day reduction in the TfL Days Sales Outstanding.
19% improvement in the TfL cashable position. Benefit equivalent to £1.09m per month
17% improvement in the TFL GAP position. Benefit equivalent to £378k per month
Identification of 20 WTE clinical time to be removed from the process - £749k p.a. (resource back into patients)
Bespoke staffing delivery model with required hours and WTE against each step of the process.
Developed a Quality Management System for the UK facility.
Developed operational standards
Interactive Management KPI suite for the senior management team.
‘’We were delighted to work with Tony and his team from Attak Performance on two of our major contracts where we needed to deliver improvements to financial performance. The Attak consultants formed a project team with our local management and spent time thoroughly understanding the ‘Current State’ of our operation before facilitating our management teams to come up with proposals for how performance could improve going forward as part of a ‘Future State’ solutioning exercise. Implementation was continuous from point of identification helping the process live up to its billing as a ‘rapid Improvement Event’ The process really engaged the teams, was collaborative and most importantly provided a high confidence level that the suggested improvements will be delivered to financial performance. We are now discussing a further engagement with Attak at another of our contracts’’