The document outlines a Six Sigma project to reduce property re-let times. The project aimed to decrease re-let times by 40% by identifying root causes of delays through data analysis. Key issues identified were lack of repair prioritization, missed milestones, insufficient notice periods, and long advertising and selection processes. Proposed solutions included setting a 28-day notice period, immediate advertising, earlier surveys, repair bands by time not cost, and an IBS system to track key times. The improved measures showed average re-let times reduced to 35 days with repairs allocated in under 10 days and control processes established.

1. Applying Six Sigma Key output: Define & agree on scope Define Problem Re-let time running at an average of 66 days A large range of re-let time from 1 to 365+ days Repairs (and survey) taking a long time due to condition of some properties Customer (resident) dissatisfaction with delay Business Case Re-let time (in days) is a key government indicator of performance (BV212) and critical for CPA in the next six months for a 2-star rating and significant financial funding. Aims of the Six Sigma Project Decrease re-let time by 40% Reduce repair times Reduction of customer complaints The Customer CTQs and Stakeholder Focus Notification period CTP Advertising timing and period CTP Time of repair period CTP Poor process reporting CTP Total re-let time CTQ A M I C D

2. Total re-let time CTQ Time from keys in to property let What was measured? The Customer CTQs and Stakeholder Focus What was the baseline measure? Notification period CTP Time of repair period CTP Key output: Agree on process for data collection and gather raw data Applying Six Sigma Advertising timing and period CTP Average 66 days unknown 27% over 58 days 35% between 29 – 57 days Started day 33+ 43% within 7 days 66% not met Time from notice to keys in Time to advertise and process time Value to repair Up to £500 £500 - £1000 £1001 - £3000 £3001 - £5000 Measure A M I C D

3. Root cause analysis Process map analysis Workflow analysis Stratification of customer data to identify different customer groups Time series analysis of data Reiterative process Applying Six Sigma Key Input: Use all appropriate tools to make sense of the evidence Analyse Hypothesis of Probable Causes Xs Ys A M I C D

4. Reiterative process Applying Six Sigma Key Input: Use all appropriate tools to make sense of the evidence Analyse Hypothesis of Probable Causes A M I C D W/c Monday Tuesday Wednesday Thursday Friday Total 10th Sep 10 8 0 1 4 23 3rd Sept 3 6 12 4 3 28 13th Aug 4 7 22 6 6 45 20th Aug 14 10 5 7 2 38 Average 7.75 7.75 9.75 4.5 3.75 33.5

5. ROOT CAUSE Applying Six Sigma Key output: Clear view and common understanding of current situation Improve – Root cause Repairs not prioritised or monitored Key milestones missed leading to increased delays Properties coming in without sufficient notice period, adversely affecting repair and re-let times Properties taking too long to be sent to Your Choice to be advertised Advertising and selection process taking too long after been sent to Your Choice Therefore customers with little history and an estimated bill often received an inaccurate bill Repairs based on value rather than time taken Survey duplicated, delayed and based on financial rather than time Not managing the process Proportion of repairs ‘not met’ too high IBS system unable to track key time sin days A M I C D

6. Generate Solutions 28 day notice period Start Advertising immediately Survey early Three repair bands (days) Cost Benefit analysis of the proposed solutions Produce an implementation plan Choose a solution(s) Implement solution Applying Six Sigma Key output: Roadmap for service and operation improvements IBS key measures Improve A M I C D

7. Total re-let time CTQ Time from keys in to property let What was measured? The Customer CTQs and Stakeholder Focus What was the improved measure? Notification period CTP Time of repair period CTP Key output: Agree on process for data collection and gather raw data Applying Six Sigma Advertising timing and period CTP Average 35 days 28 days Started immediately Less than 10 days to allocation Time from notice to keys in Time to advertise and process time Time in days to repair Up to 7 days 7-14 days 15-21 days Value to repair Up to £500 £500 - £1000 £1001 - £3000 £3001 - £5000 Improve A M I C D

8. Control charts tracking the number of complaints and calls and number of calls coming through Time series data tracking Pareto charts illustrating the breakdown of types of re-lets Progress sheets tracking the training of front line staff Regular tracking of performance for the overall process Applying Six Sigma Control A M I C D

9. Applying Six Sigma Institutionalise the improvement by putting systems and structure in place to manage the process Control – ongoing Management A M I C D