Case Study

How A Train Operating Company Gained Clarity On    Post-Merger Challenges

Background

• A train operating company had been through a number of changes including merger with another provider.
• This had led to a hybrid of processes within its rail replacement team that were not always compatible, resulting in a high level of ad-hoc working practices, as well as a lack of clarity around dealing with the unexpected.
• The company wanted to move to a new target operating model but could not do so until current processes were stabilised.

Requirement

• By engaging outside assistance, the end client wanted to understand the current ways of working, where unmitigated risks existed and gather proposed solutions to the key issues that were identified.

Approach – Documentation

• Processes were documented through interviewing all members of the team with all variations captured.
• Due to lack of clarity, processes were also observed with further variations and additional steps added to the maps.
• Significant time was spent on the handover points between teams to identify mismatches in expectation and requirements.
• All processes were reviewed with the department head, with any further additions to the maps added.

Approach – Analysis

• Due to the lack of agreement on how and when tasks should be performed, additional proof was sought around key controls to evidence whether they were taking place.
• All gaps documented along with an analysis of the potential outcomes to unmitigated risk.
• Tasks were reviewed to assess whether the capacity to perform them existed.
• Teams who either received or provided information from/to the rail replacement team were interviewed for additional assessment of the challenges.
• Created a skills matrix to highlight where knowledge gaps existed and the level of risk being created.

What We Delivered

• Twenty one processes documented across the operations and finance teams.
• Nineteen areas of improvement identified within in excess of fifty individual opportunities underneath.
• Identified significant risk issues due to lack of controls around critical processes.
• Recommendations made for short term fixes to address most serious of failures.
• Training on mapping software and techniques provided to selected members of the team.
• All findings presented to senior management and handed over for action.