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Senior
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0
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Business, Process and Quality Improvement and Analysis
Robert Chapman
,
London, United Kingdom
Experience
Other titles
Skills
I'm offering
The biggest trait I am known for is my ability to remember all information I am given, enabling me to deliver complete projects on time and on budget. I have a great ability to understand the complex needs of key stakeholders, not just the needs discussed in meetings, but those long term strategic or underlying needs.
My experience up until now has seen me working on numerous projects of varying types simultaneously - with time and work management a key skill of mine.
My experience up until now has seen me working on numerous projects of varying types simultaneously - with time and work management a key skill of mine.
Markets
United Kingdom
Links for more
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Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2018 - ?
job
Quality and Improvement Lead
Marsh and McLennan Companies.
• Rolled out a new Continuous Improvement programme called Ideascale. This involved developing a training pack and delivering the training to 50 staff located across Europe. It also involved scoping out user requirements and access levels, as well as monitoring all ideas uploaded in the UK
• Worked with both the onshore and offshore teams to transition a total of 1.5 FTE's worth of work from the London office to the office in India. This shift of workload ensured a reduction in the volume of non-value adding and an increase in the volume of value adding tasks being run from the London office
• Worked with the Payroll and HR teams to map out every process ran through or by the departments, which amounted to over 60 as-is processes. This was done by 1 to 1's with process experts and team sessions of which I facilitated
• Delivered recommendations on which Payroll processes were in need of reform and worked with the team to reform them. This involved removing several non-value adding steps such as peer reviews, recording cases on logs and unnecessary hand offs. This saw over 100 process steps removed through the first review and significant waste removed
• Ran a series of sessions with HR Business Partners from across the operating companies to map out their key processes (rewards, benefits, maternity etc.) This formed part of a wider end to end employee lifecycle project, aimed at improving the employee experience
• Deep dived into the Payroll error logs to root cause and trend analyse the biggest errors faced on a monthly basis. This was with the aim of increasing the accuracy of the payroll runs to above 99.5% each month. The deep dive, process reviews and improved control metrics saw payroll accuracy increase from an average of 97.9% in month 1 to 99.8% in month 5
• Scoped out the requirements for and built the Operational Reports that were to be used by the HRSS hubs globally, mentoring those who were to run the reports going forward and really pushing on data and presentation quality
• Delivered Lean Six Sigma Yellow Belt training to 12 team members. This involved developing a full training pack, activity schedule and training for 3 days. All 12 were certified within 3 months of completing their training
• Mentored and supported a team of Yellow Belts on their certification projects, helping them to scope out their proposals, sitting in on the tollgate reviews and advising them on the best tools and techniques to use at each stage
• Scoped out the requirements for and rolled out the e-signature software, Docusign. This was done to reduce the need for printing and posting from the Norwich office, and increase responsiveness and security of documentation. This process change removed 0.5 FTE worth of work from the Norwich office, and reduced the need to print and post 8100 letters annually
• Created payroll and HR ticket dashboards to show live information on no. of tickets created, staff working through the most tickets and tickets outside of SLA. This added value to daily huddles and queue management decisions made by operations managers
• Deep dived into Tier 1 (support centre) tickets over 3 months to understand they key queries arising. The data then went into a Pareto to show the biggest issues which were further investigated
• Over the following 3 months, a training plan, knowledge pack and communication campaign were created to reduce the number of unnecessary cases coming through to Tier 1 (basic issues that could be answered via a manager or intranet). From this, case volumes fell from on average 400 a month to 320 - a 20% reduction in volume and a saving of 0.8 FTE
• Worked with both the onshore and offshore teams to transition a total of 1.5 FTE's worth of work from the London office to the office in India. This shift of workload ensured a reduction in the volume of non-value adding and an increase in the volume of value adding tasks being run from the London office
• Worked with the Payroll and HR teams to map out every process ran through or by the departments, which amounted to over 60 as-is processes. This was done by 1 to 1's with process experts and team sessions of which I facilitated
• Delivered recommendations on which Payroll processes were in need of reform and worked with the team to reform them. This involved removing several non-value adding steps such as peer reviews, recording cases on logs and unnecessary hand offs. This saw over 100 process steps removed through the first review and significant waste removed
• Ran a series of sessions with HR Business Partners from across the operating companies to map out their key processes (rewards, benefits, maternity etc.) This formed part of a wider end to end employee lifecycle project, aimed at improving the employee experience
• Deep dived into the Payroll error logs to root cause and trend analyse the biggest errors faced on a monthly basis. This was with the aim of increasing the accuracy of the payroll runs to above 99.5% each month. The deep dive, process reviews and improved control metrics saw payroll accuracy increase from an average of 97.9% in month 1 to 99.8% in month 5
• Scoped out the requirements for and built the Operational Reports that were to be used by the HRSS hubs globally, mentoring those who were to run the reports going forward and really pushing on data and presentation quality
• Delivered Lean Six Sigma Yellow Belt training to 12 team members. This involved developing a full training pack, activity schedule and training for 3 days. All 12 were certified within 3 months of completing their training
• Mentored and supported a team of Yellow Belts on their certification projects, helping them to scope out their proposals, sitting in on the tollgate reviews and advising them on the best tools and techniques to use at each stage
• Scoped out the requirements for and rolled out the e-signature software, Docusign. This was done to reduce the need for printing and posting from the Norwich office, and increase responsiveness and security of documentation. This process change removed 0.5 FTE worth of work from the Norwich office, and reduced the need to print and post 8100 letters annually
• Created payroll and HR ticket dashboards to show live information on no. of tickets created, staff working through the most tickets and tickets outside of SLA. This added value to daily huddles and queue management decisions made by operations managers
• Deep dived into Tier 1 (support centre) tickets over 3 months to understand they key queries arising. The data then went into a Pareto to show the biggest issues which were further investigated
• Over the following 3 months, a training plan, knowledge pack and communication campaign were created to reduce the number of unnecessary cases coming through to Tier 1 (basic issues that could be answered via a manager or intranet). From this, case volumes fell from on average 400 a month to 320 - a 20% reduction in volume and a saving of 0.8 FTE
Support, Basic, Sigma, Manager, Processes, Campaign, Monitoring, Office, Software, Offshore, Print, Six Sigma, Security, Continuous improvement, It, Mentoring, Management, Training, Lean
2016 - 2018
job
Assistant Continuous Improvement Lead
Skanska.
• Led on a process improvement project to simplify the Workflow Process, reduce workloads and ensure schemes get through governance quicker. This involved me launching a DMAIC project, completing all relevant project documentation (plan, charter, registers etc.) and meeting regularly with key stakeholders
• Collated a report to identify the change initiatives needed in the Water Non-Infrastructure department. Worked closely with key stakeholders to deliver those changes in training, systems and processes
• Deep dived into the Totex Delivery Workflow change logs and reviewer reports to understand why schemes were being delayed, presented my findings to the lead and delivered recommendations to reduce delays
• Used MiniTab extensively to understand the performance of key processes across the alliance, looking at the normality and capability of processes through various analysis techniques i.e. time series
• Assisted the WNI team in getting their projects through governance by the end of the financial year. My support ensured they achieved and exceeded their targets, ensuring all planned revenue was secured
• Managed key stakeholders and placed the voice of the customer / business at the forefront of every project
• Mapped out the project STOP processes and worked to identify which tasks add value and which do not, delivering a more fit for purpose process after getting the buy in from senior stakeholders
• Used PIM (Jaspersoft) to run reports looking at how key construction projects were performing against their original plans, using the information to build the case for new improvement projects
• When working on projects, I would be in charge of populating and controlling the Project Charter, Risk Register, Issue Log, Communication Schedule, Storyboard, Project Plan, Stakeholder map etc.
• Critically reviewed a series of reports that go to the senior management team including the Waste Report, Site Reliability Report and Rework Report and checked the data that supported them
• Automated as much of the excel reporting that was done on a weekly basis as possible. This involved me putting data into Pivot Tables largely and cleansing the data, saving the team significant amounts of time
• Created a series of SOP's (work instructions) as and when required to detail how to operate within a process, and delivered extensive training during roll out of a new process
• Reviewed and streamlined the current DM6 process, both the collection of deliverables and the process itself - saving significant amounts of time
• Worked with M2i team to automate the originally paper based auditing process. Shifting the audit onto M2i saved significant amounts of paper, time needed to analyse the data and type up the findings
• Collated a report to identify the change initiatives needed in the Water Non-Infrastructure department. Worked closely with key stakeholders to deliver those changes in training, systems and processes
• Deep dived into the Totex Delivery Workflow change logs and reviewer reports to understand why schemes were being delayed, presented my findings to the lead and delivered recommendations to reduce delays
• Used MiniTab extensively to understand the performance of key processes across the alliance, looking at the normality and capability of processes through various analysis techniques i.e. time series
• Assisted the WNI team in getting their projects through governance by the end of the financial year. My support ensured they achieved and exceeded their targets, ensuring all planned revenue was secured
• Managed key stakeholders and placed the voice of the customer / business at the forefront of every project
• Mapped out the project STOP processes and worked to identify which tasks add value and which do not, delivering a more fit for purpose process after getting the buy in from senior stakeholders
• Used PIM (Jaspersoft) to run reports looking at how key construction projects were performing against their original plans, using the information to build the case for new improvement projects
• When working on projects, I would be in charge of populating and controlling the Project Charter, Risk Register, Issue Log, Communication Schedule, Storyboard, Project Plan, Stakeholder map etc.
• Critically reviewed a series of reports that go to the senior management team including the Waste Report, Site Reliability Report and Rework Report and checked the data that supported them
• Automated as much of the excel reporting that was done on a weekly basis as possible. This involved me putting data into Pivot Tables largely and cleansing the data, saving the team significant amounts of time
• Created a series of SOP's (work instructions) as and when required to detail how to operate within a process, and delivered extensive training during roll out of a new process
• Reviewed and streamlined the current DM6 process, both the collection of deliverables and the process itself - saving significant amounts of time
• Worked with M2i team to automate the originally paper based auditing process. Shifting the audit onto M2i saved significant amounts of paper, time needed to analyse the data and type up the findings
Workflow, ME, Go, LED, Processes, UP, Jaspersoft, Performing, PIM, Audit, Excel, Detail, Infrastructure, Audit, Support, Continuous improvement, Management, Controlling, Training
2014 - 2016
job
Change Analyst
NGA HR.
• Assisted on a major project to move the internal HR and Payroll department from the Birmingham to Peterborough office
• In this project I coordinated the knowledge transfer, visiting the Birmingham office regularly, setting up regular calls / meetings, creating and owning the Risk Register, Issues Log, Project Charter, Project Plan etc.
• Offshored 7 FTE's worth of work through a project to free up resource within the Peterborough centre for new business. I worked on this from end to end, which saw me working extensively with senior managers
• Travelled to Romania to attend the training academy for a Benefits Helpdesk. This involved learning the system and returning to the UK to on-board the helpdesk into the Peterborough office successfully
• Coordinated the People Checking project, analysing staff performance and client workloads to understand how to resource the team adequately and what improvements could be made across the department
• This project saw outstanding tasks/jobs on the department system (totalling in the thousands) reduced to zero, with an improved process implemented after to ensure workloads remain manageable
• Dramatically improved the Customer Satisfaction rates for the centre from 30% Satisfaction for Payroll and HR when I started to 72% Satisfaction when I left - with survey response rates rising from 35% to 78%
• Completed the background configuration work needed to roll out new IT software such as MyHRW, CAPA, ECOM, and supported teams based in India and the US on any improvements needed once implemented
• Analysed extensive financial, customer service and employee performance data to identify both opportunities and challenges within the business and supported plans to address these
• Ran an employee satisfaction project to understand employee concerns, analysing the data collected and implementing a champion plan after to improve employee experience
• Conducted a finance health check project with the finance team to identify problems in finance processes between the UK and India and worked to ensure these are dealt with
• Acted as Internal Communications Coordinator, delivering news, updates, the department newsletter and other important information to the wider team, ensuring I was a noticeable face within the company
• Conducted deep dive projects of the Stationery, Bacs & Printing and People Checking departments, analysing their financial and contractual position to ensure clients are receiving the desired service
• Conducted a project to offshore the remaining finance tasks based in the Peterborough office. Over a period of 2 months all remaining tasks were offshored or handed to the teams, freeing up 2 FTE's
• Oversaw a contract review project for all clients ensuring they are being correctly billed, are being given the service they were promised and to assist in the locating of lost revenue
• Analysed the profit and loss statements and contracts for each client in each department and found just over £1 million worth of revenue that had either been lost, wrongly billed or was not billed at all
• Led on a project to ensure each department had the correct governance and the most effective processes in place and creating defined escalation flows, incident management process and effective invoicing structures
• Led on the running of business intelligence reporting - this involved collecting data from internal sources (MyHRW, People Checking systems etc.) analysing it and creating regular reports and dashboards
• In this project I coordinated the knowledge transfer, visiting the Birmingham office regularly, setting up regular calls / meetings, creating and owning the Risk Register, Issues Log, Project Charter, Project Plan etc.
• Offshored 7 FTE's worth of work through a project to free up resource within the Peterborough centre for new business. I worked on this from end to end, which saw me working extensively with senior managers
• Travelled to Romania to attend the training academy for a Benefits Helpdesk. This involved learning the system and returning to the UK to on-board the helpdesk into the Peterborough office successfully
• Coordinated the People Checking project, analysing staff performance and client workloads to understand how to resource the team adequately and what improvements could be made across the department
• This project saw outstanding tasks/jobs on the department system (totalling in the thousands) reduced to zero, with an improved process implemented after to ensure workloads remain manageable
• Dramatically improved the Customer Satisfaction rates for the centre from 30% Satisfaction for Payroll and HR when I started to 72% Satisfaction when I left - with survey response rates rising from 35% to 78%
• Completed the background configuration work needed to roll out new IT software such as MyHRW, CAPA, ECOM, and supported teams based in India and the US on any improvements needed once implemented
• Analysed extensive financial, customer service and employee performance data to identify both opportunities and challenges within the business and supported plans to address these
• Ran an employee satisfaction project to understand employee concerns, analysing the data collected and implementing a champion plan after to improve employee experience
• Conducted a finance health check project with the finance team to identify problems in finance processes between the UK and India and worked to ensure these are dealt with
• Acted as Internal Communications Coordinator, delivering news, updates, the department newsletter and other important information to the wider team, ensuring I was a noticeable face within the company
• Conducted deep dive projects of the Stationery, Bacs & Printing and People Checking departments, analysing their financial and contractual position to ensure clients are receiving the desired service
• Conducted a project to offshore the remaining finance tasks based in the Peterborough office. Over a period of 2 months all remaining tasks were offshored or handed to the teams, freeing up 2 FTE's
• Oversaw a contract review project for all clients ensuring they are being correctly billed, are being given the service they were promised and to assist in the locating of lost revenue
• Analysed the profit and loss statements and contracts for each client in each department and found just over £1 million worth of revenue that had either been lost, wrongly billed or was not billed at all
• Led on a project to ensure each department had the correct governance and the most effective processes in place and creating defined escalation flows, incident management process and effective invoicing structures
• Led on the running of business intelligence reporting - this involved collecting data from internal sources (MyHRW, People Checking systems etc.) analysing it and creating regular reports and dashboards
Contracts, ME, LED, Processes, UP, Contracts, Incident Management, Office, Software, Health, Business Intelligence, Coordinator, Offshore, Analyst, Finance, Service, It, Customer service, Management, Training
My education
London School of Economics and Political Science
BSc, Human Resource Management, Statistics, Research
BSc, Human Resource Management, Statistics, Research
The Voyager Academy
Secondary, (A), Maths (A), English Language (A) and English Literature (A)
Secondary, (A), Maths (A), English Language (A) and English Literature (A)
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