CASE STUDY

Turning Process Complexity
into Cash and Control.

An integrated highway services provider was experiencing significant challenges across its orders-to-invoice process.

THE CHALLENGE

It wasn't simply an invoicing problem.

Work was being completed but not consistently captured, processed or converted into accurate invoices. This was creating increasing levels of WIP, GAP and customer debt, putting pressure on cash flow and creating unnecessary complexity across the operation.

The underlying causes stretched across the end-to-end process — from inspection and permitting through to operations, commercial and finance.

P&S was brought in to understand what was really happening, identify the root causes and lead the implementation of a more robust future-state process.

01Engaging directly with frontline teams, including gang operatives
02Completing Day in the Life of (DILO) studies
03Analysing demand and operational need across service areas
04Mapping the end-to-end process across all key functions
05Using Value Stream Mapping to understand customer, staff and business perspectives
06Reviewing operating models, systems, roles and responsibilities
07Running stakeholder workshops to identify waste, risks and opportunities
08Quantifying opportunities and risks to demonstrate real business impact
FROM DIAGNOSIS TO IMPLEMENTATION

Fix the causes,
not just the symptoms.

Process

Redesigned the end-to-end process and removed unnecessary complexity and duplication.

Improved process and system controls and created procedural documentation.

Ownership

Clarified roles and responsibilities, established project champions and introduced auditing to reinforce compliance.

Performance

Introduced performance dashboards and measures to monitor the new process and behaviours.

Engagement

Created Comms Cells to share ideas, communicate progress and identify further opportunities.

THE RESULTS

Measurable financial
and operational benefits.

£1.09mMonthly cashable benefit
£971kReduction in WIP
60%WIP reduction
£0Aged debt
19%Improvement in DSO
£378kReduction in GAP
MeasureBeforeAfterImprovement
Aged Debt£0.3m£0£0.3m
WIP£1.6m£655k£971k · 60%
Days Sales Outstanding101 days82 days19 days · 19%
GAP£2.2m£1.84m£378k · 17%
BEYOND THE FINANCIAL RESULTS

Greater capacity.
Greater accuracy.
Less complexity.

The project delivered more than a reduction in WIP and debt. The future-state process created a stronger foundation for sustainable operational performance.

Greater capacityReducing avoidable activity and making the process easier to manage.
Greater accuracyImproving the capture and flow of information needed for accurate invoicing.
Lower costRemoving waste, duplication and unnecessary process activity.
Less complexityCreating clearer processes, responsibilities and controls.
Greater visibilityIntroducing dashboards and measures to give management a clearer view of performance.
Sustainable improvementEmbedding procedures, training, auditing, ownership and performance measures.
MAKING THE IMPROVEMENT STICK

Improvement didn't stop when the process was redesigned.

P&S worked with the organisation to embed the changes through training, procedural documentation, auditing, project champions and management dashboards.

Current and future-state findings were presented to the Executive Team, providing a clear view of the issues identified, the improvements delivered and the opportunities for continued best practice.

UNDERSTAND→DIAGNOSE→IMPROVE→SUSTAIN