$$$
{{ $t($store.state.user.experience_value_in_dollars) }}
Senior
{{ $t($store.state.user.experience_search_name) }}
0
jobs
Management Consultant specialising in Operational Excellence, in particular Process Improvement
Ravi Hindocha
,
London, United Kingdom
Experience
Other titles
Skills
I'm offering
- Process Improvement
- Lean Six Sigma
- Lean Six Sigma
Markets
United Kingdom
Language
English
Fluently
Spanish
Good
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2015 - ?
freelance
Management Consultant / Change Agent
Serco Operational Excellence.
MoD - Process Design & Mapping, Demand and Capacity Alignment.
In selected Air Bases, Facilities Management processes were fragmented, inefficient and were causing problems to accurately forecast demand, which was in turn causing issues related to resource management, operational
performance reporting and cost control
• Core activities included; (i) gathering & analysing operational data regarding the current operations and processes and presenting to senior stakeholders, (ii) identifying the major root causes which where inhibiting
performance improvement, and (iii) identifying a scope of improvement initiatives and transformation programme
to deliver a step change in service performance.
• Core outputs included; (i) Data analysis on Demand and Capacity, (ii) understanding the clients issues using
stakeholder elicitation techniques and root cause analysis techniques (e.g. Fishbone), (iii) Understanding current
processes with process modelling (As-is and To-be) and value stream mapping (iv) identifying improvement
initiatives designed around key themes: Optimise internal operations; Reduce operational waste (8 lean wastes)
and drive cultural change Serco workforce by influencing change in behaviour and new ways of working.
• Benefits included: (i) improved productivity and lead time, (ii) improved process efficiency and (iii) increased
staff morale
NHS (Barts, Norfolk & Norwich and Forth Valley Royal Hospital) - Productivity and Process Improvement
The customer objective was to review the current non-clinical operations with a view to identify areas of improvement
to increase productivity by 13% and deliver a cost saving.
• Core activities included; (i) Data analysis of current process to understand failure causes, failure rates and demand vs. capacity (ii) Running workshops with stakeholders to understand root causes and potential solutions,
Gemba (observation) sessions, time and motion studies, delivering presentations
• Core outputs included; (i) value stream mapping, process modelling and process re-engineering to optimise
current ways of working, (ii) framework for best practice to deploy in other hospitals with detailed work instructions,
(iii) measurable KPIs to improve lead times, roster alignment to demand and IT solution, user training for PDAs
• Benefits included; improved processes with more efficient lead times, cost saving of c.£250k, better patient
experience and staff job satisfaction
In selected Air Bases, Facilities Management processes were fragmented, inefficient and were causing problems to accurately forecast demand, which was in turn causing issues related to resource management, operational
performance reporting and cost control
• Core activities included; (i) gathering & analysing operational data regarding the current operations and processes and presenting to senior stakeholders, (ii) identifying the major root causes which where inhibiting
performance improvement, and (iii) identifying a scope of improvement initiatives and transformation programme
to deliver a step change in service performance.
• Core outputs included; (i) Data analysis on Demand and Capacity, (ii) understanding the clients issues using
stakeholder elicitation techniques and root cause analysis techniques (e.g. Fishbone), (iii) Understanding current
processes with process modelling (As-is and To-be) and value stream mapping (iv) identifying improvement
initiatives designed around key themes: Optimise internal operations; Reduce operational waste (8 lean wastes)
and drive cultural change Serco workforce by influencing change in behaviour and new ways of working.
• Benefits included: (i) improved productivity and lead time, (ii) improved process efficiency and (iii) increased
staff morale
NHS (Barts, Norfolk & Norwich and Forth Valley Royal Hospital) - Productivity and Process Improvement
The customer objective was to review the current non-clinical operations with a view to identify areas of improvement
to increase productivity by 13% and deliver a cost saving.
• Core activities included; (i) Data analysis of current process to understand failure causes, failure rates and demand vs. capacity (ii) Running workshops with stakeholders to understand root causes and potential solutions,
Gemba (observation) sessions, time and motion studies, delivering presentations
• Core outputs included; (i) value stream mapping, process modelling and process re-engineering to optimise
current ways of working, (ii) framework for best practice to deploy in other hospitals with detailed work instructions,
(iii) measurable KPIs to improve lead times, roster alignment to demand and IT solution, user training for PDAs
• Benefits included; improved processes with more efficient lead times, cost saving of c.£250k, better patient
experience and staff job satisfaction
Transformation, Agent, Processes, Framework, Forecast, Value stream mapping, Process design, Management Consultant, Presenting, Resource management, Design, Workshops, It, Engineering, Service, Management, Lean, C, Training, Data Analysis
2012 - 2015
freelance
Business Consultant
Capita Group Plc.
Marshalls Aerospace - Process Improvement and Cost Reduction
The customer requirements detailed that there was a desire to reduce costs, improve the IT processes to support the BAU and improve IT security due to the nature of the business facilitating military aircraft.
• Co-ordinated audits, cost gathering and analysis for 36 client sites and identified key areas of improvement to
tailor bespoke solutions. This included conducting stakeholder interviews, workshops and focus groups to understand processes and facilitate discussions for future state.
• Solution included innovative technology that allowed the customer to pull print across all sites and remote
management to allow costs to be definitive and transparent. There was also an inclusion of security protocol in
the system to limit access by groups. The TCO (Cost Model) demonstrating the breakdown of current costs and proposed solution costs yielded an overall cost reduction of c38%
• Created proposal documents and client facing presentations to show consultancy findings, analysis, strategy
options, project planning, implementation and change management for the proposed solution
• Presented strategy and answered questions to directors and executive level stakeholders
Habib Bank AG Zurich - Process Improvement & Demand and Capacity Alignment.
The bank had a desire to review their current internal IT processes during a time of budget restrictions in order to
improve efficiencies and ultimately reduce costs. As 'Lead Consultant' - duties included auditing the IT hardware and software, reviewing operating costs, process mapping and reducing waste using Lean techniques.
• Created As-Is processes by engaging with a wide variety of stakeholders and end users. Conducted workshops,
interviews and observations to simultaneously identify areas of waste and improvement. Value stream maps
were created to showcase impact of waste on lead times and also a Demand vs Capacity model was created on
excel to understand where re-alignment could lead to efficiency benefits.
• The diagnostic yielded several improvement initiatives that were prioritised against a Benefits matrix and reviewed
with key stakeholders against internal governance frameworks. The chosen solutions were taken forward as
initiatives and implemented across multiple departments. One of which was to re-engineer processes into To-Be
future state which involved a new IT solution. The solutions were piloted first and then implemented across.
• Implementation phase involved working with external IT providers and a high level of stakeholder engagement
with end users with a change management project plan.
The customer requirements detailed that there was a desire to reduce costs, improve the IT processes to support the BAU and improve IT security due to the nature of the business facilitating military aircraft.
• Co-ordinated audits, cost gathering and analysis for 36 client sites and identified key areas of improvement to
tailor bespoke solutions. This included conducting stakeholder interviews, workshops and focus groups to understand processes and facilitate discussions for future state.
• Solution included innovative technology that allowed the customer to pull print across all sites and remote
management to allow costs to be definitive and transparent. There was also an inclusion of security protocol in
the system to limit access by groups. The TCO (Cost Model) demonstrating the breakdown of current costs and proposed solution costs yielded an overall cost reduction of c38%
• Created proposal documents and client facing presentations to show consultancy findings, analysis, strategy
options, project planning, implementation and change management for the proposed solution
• Presented strategy and answered questions to directors and executive level stakeholders
Habib Bank AG Zurich - Process Improvement & Demand and Capacity Alignment.
The bank had a desire to review their current internal IT processes during a time of budget restrictions in order to
improve efficiencies and ultimately reduce costs. As 'Lead Consultant' - duties included auditing the IT hardware and software, reviewing operating costs, process mapping and reducing waste using Lean techniques.
• Created As-Is processes by engaging with a wide variety of stakeholders and end users. Conducted workshops,
interviews and observations to simultaneously identify areas of waste and improvement. Value stream maps
were created to showcase impact of waste on lead times and also a Demand vs Capacity model was created on
excel to understand where re-alignment could lead to efficiency benefits.
• The diagnostic yielded several improvement initiatives that were prioritised against a Benefits matrix and reviewed
with key stakeholders against internal governance frameworks. The chosen solutions were taken forward as
initiatives and implemented across multiple departments. One of which was to re-engineer processes into To-Be
future state which involved a new IT solution. The solutions were piloted first and then implemented across.
• Implementation phase involved working with external IT providers and a high level of stakeholder engagement
with end users with a change management project plan.
Change management, Excel, Lean, Print, Budget, Management, Security, Technology, It, Workshops, Support, Implementation, Hardware, Process Mapping, Software, Processes
My education
n/a
Bachelors, Spacecraft Design Project
Bachelors, Spacecraft Design Project
?
-
2019
University of Manchester
Unspecified, (BCS Accredited) *Formally known as ISEB (Minor in Business)
Unspecified, (BCS Accredited) *Formally known as ISEB (Minor in Business)
Ravi's reviews
Ravi has not received any reviews on Worksome.
Contact Ravi Hindocha
Worksome removes the expensive intermediaries and gives you direct contact with relevant talent.
Create a login and get the opportunity to write to Ravi directly in Worksome.
are ready to help you
and get specific bids from skilled talent in Denmark