NG Bailey

Reflections on a Triaster Process Library implementation


Darren Garton, NG Bailey's group business process manager and Steve Ward, business process manager, recently visited us at Triaster to discuss the next phase of their Process Library implementation. Whilst they were in the office they were kind enough to spend time reflecting on the whole project with us, so that we could share it with you.

NG Bailey

NG Bailey is an independent engineering, IT and facilities services business. As a market leader with £450m turnover, NG Bailey is committed to offering tailored solutions. Recognised as an industry leader for innovation and sustainability they are a founder of the UK Green Building Council.

Process Library project objective

In late 2010, NG Bailey's general operating executive gave their support for the implementation of a fully Integrated Management System (IMS). The system was required to be structured and maintained to a level that was applicable to all group members; to achieve the standards required to effectively maintain and continuously improve their business processes and meet all external accreditations.

Implementation requirements

The key requirements of the management system implementation were therefore that it:

  • Streamline processes - consolidate, simplify and eliminate duplication and complexity of processes and documentation
  • Produce a process repository to enable the business to share standardised business processes
  • Review all NG Bailey group processes
  • Enable all end users at NG Bailey to access and understand process information easily
  • Devolve process ownership to departments for continued process management
  • To link to documentation stored in SharePoint 2010 from the processes.

Process Library

Following the purchase of the Triaster solution in March 2011, the group business process team, consisting of a team of just three people, launched NG Bailey's Process Library in April 2012 achieving all objectives:

  • Documentation was both streamlined and reduced by 60 per cent
  • 1,100 process and procedural documents were rebranded
  • All group members had easy access to all processes and related documentation
  • Process duplication was highlighted
  • Redundant activities were highlighted
  • The end-to-end processes across the organisation were clearly visible, which made departmental inter-relationships clearer
  • There was increased visibility of process ownership and activity responsibility.

And then?

Interestingly, implementing one IMS highlighted the disparities between the group members or business units and it became clear fairly quickly, that although standardisation and unification had been the initial objective, a system which can cater to the differing processes within the business units would better support their needs. So the next phase for their Process Library is to implement a multiple Process Library architecture. This will enable the retention of their standardised processes where these are appropriate, whilst developing business unit specific processes where required. Best of all, the multiple Process Library search can be configured to return only the results appropriate to the searcher.

Reflections on the implementation so far and some lessons learned

Both Darren and Steve are clear that the process of implementing one Process Library to enable the business to share standardised business processes, has been a learning experience which has helped the business to establish the management system structure which can best support the whole group. There will be some work involved in moving to a multiple Process Library architecture, but having the governance and controls over process documentation already firmly in place will make this a relatively straightforward step. (And of course Triaster will be supporting them.)

Darren and Steve do feel that they would do a few things differently though if they were to start the implementation again. In particular, they would have worked harder to ensure that all regional managers made it mandatory to assist the group business process team with process capture. Also they would have targeted some specific individuals at a site level, rather than at divisional level for process information.

They would also have delayed their training on the Process Library until it had gone live, so that end users could continue to use the library immediately after training.

One thing they wouldn't and won't change is their response time to feedback e-mailed via the feedback button, which they always respond to within 24 hours, but usually within 1-3 hours.

Another thing that they were kind enough to say that they wouldn't change is Triaster, who they view as a partner in their implementation, not just a supplier.

Keep doing what you are currently doing, I can't fault anything - keep it up and we will be an advocate for the company for many years to come.
Darren Garton

Triaster is without a doubt the most helpful, professional and forward thinking company that I have ever had the pleasure of working with.
Steve Ward

Thank you Darren and Steve, everyone at Triaster very much enjoys working with you and we are all looking forward to the next phase.


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