1. Operational Excellence - Transforming our operations
Diane Gibson
Head Of Transformation, Operations Directorate
7 November 2018

2. We have come a long way over the years…
Helped reduced the number of road deaths
Enhanced our incident management capability
Managed an expanding SMART motorway network
Provided more accurate information to road users
And all of this at a time when the number of vehicle miles driven on our roads has increased substantially

3. But there is more to be done…
We know we can deliver our existing business better
And there are new, more complex challenges
We can only tackle these in an integrated way
This is what Operational Excellence transformation is doing – setting in place a consistent, coherent delivery approach focusing on what is important to our business

4. Transformation objectives
We have absolute focus on:
Safety, making our roads as safe as possible
Customer, creating a better user experience
Delivery, keeping the SRN functioning
Our people, developing our resources

5. Our transformation is based on key buildings blocks
Operational Excellence
to set in place a consistent, coherent delivery approach
Creating the vision
Performance management
Developing our capabilities
Role Modelling
Safety
Customer
The following have not been considered in a quantifiable way:
By asset:
rate of degradation, i.e. influence of location factors in ‘end-of-life’ age point (e.g. material type, environmental conditions, built quality)  current approach assumes all assets degrade at the same rate.
likelihood of incident, i.e. influence of location factors in expected barrier accident rate (e.g. traffic volume, vehicle mix, speed limit, road type, road layout, environmental conditions).
consequences (or asset criticality), i.e. influence of location factors in expected magnitude of consequences from individual incidents (e.g. asset type, traffic volume, vehicle mix, speed limit, road type, road layout, environmental conditions)
risk, i.e. the product of [likelihood of incident] * [consequences]; this can either be a monetised risk score (allows more objective comparisons) or a qualitative risk score (depends on having an agreed risk matrix).
Nationally:
current level of risk, in terms of actual incidents and consequences over the last year.
predicted level of risk, over time with and without investment
KPI profiles against targets, e.g. predicted and gap in expected reduction in number of fatalities or road delay minutes
whole life cost, i.e. beyond initial capital expenditure; usually over 60 years or longer.
level of appetite to risk, usually set nationally, to inform determining the appropriate interventions by location (e.g. renew with concrete or steel) and identifying the appropriate overall level of funding. Would also inform how quickly should address current backlog.
the business case for each level of investment, i.e. a combined summary of all the above to inform a recommendation.
Delivering our programme

6. The Operational Excellence programme
By the end of the current Roads Period we will have:
A single operating approach applied consistently
A greater focus on the customer & greater satisfaction
A stronger approach on performance management
Evidence-based decision making
Greater cost predictability and efficiency
Enhanced the capabilities we need

7. Our aim
The Operational Excellence programme should ensure we are organised, prepared and fit to enter future roads periods, to provide the best service for our customers, safely and effectively.