Our client had a hypothesis that managers and teams in their restaurants and hotels were spending too much time on Head Office generated activities which detracted from their core “value-adding” activities of customer service and sales generation.  We were asked to determine the extent to which non value adding activities were driven from the central head office and to convert that “waste” into value-adding activities or savings.

A joint client/Egremont team conducted lean process mapping sessions covering core processes in 13 locations across all of the client’s brands in just under four weeks.  This was complemented by additional analysis including focus interviews, culture surveys and time studies.  All of this data was developed into a compelling visual story of the core issues, supported by a business case for change.

The business case identified a £6.7m potential saving of non-value added avoidable management time and included a breakdown by core process and brand type.  As with all our work, the quality of our client relationships and how they benefit from working with us, is very important to us.  In the words of a General Manager: “Egremont worked hand in hand with us, led where necessary but let us use our knowledge and experience.  I learnt so much … it really opened my mind and made me see things differently”