• A new Operating Model with an ‘ideal rate’ was implemented to synchronise the three functions and ensure effective and efficient delivery.
• Work was made visible by standardising processes and proactive planning and managing.
• Coaching of managers in the new ways-of-working to embed the new approaches.

"We saw a 90% increase in productivity. This meant more customers received outcomes. Some had been waiting years. As we produce more outcomes, during this difficult time, it provides them with additional money, shows we care and can help manage our reputation."

- Manager

• The first step was to establish what the true capacity was at all stages of the mining process, providing clarity on optimal performance.
• Then a Digital Short Interval Control (Digital SIC) was implemented that allowed supervisors to manage their areas to optimal performance targets.
• Supervisors used mobile devices for real-time observation.
• Digital SIC included daily plans, proactive variance management, and better collaboration, creating a real-time management culture.

"We achieved record production. Together we solved ‘flow’ issues & guided the implementation by being present - observing, listening and working together. Now we are targeting the next record - same methodology, refined."

- Senior Site Executive

The solution focused on:

• End-to-end process mapping: Clarified workflows, roles, and individual impact.‍
• Clear expectations for leaders via co-design: Leaders defined responsibilities, empowering them to guide teams.‍
• Data-driven performance standards set and agreed upon: Measurable goals were established with workforce input, fostering buy-in.‍
• Groundwork laid for Continuous Improvement: Employees were empowered to suggest improvements, boosting morale and engagement.

“Coxswain led us on our journey to bring clarity and structure to our ways-of-working which measurably improved customer outcomes and process effectiveness.”

- Head of Claims Planning and Performance

• Performance uplift initially through stabilising and then improving AHT.
• Then focus shifted to uplifting other critical service metrics.
• Structured leadership rhythms to embed accountability and to ensure sustainability.
• People-centred change to empower team leaders and Client Service Officers. 

"Even I didn’t expect we’d achieve this much, this quickly. The consistency in leadership and renewed energy across the Centre—it’s a testament to what’s possible."

- Contact Centre Director

• Implemented an enhanced management framework over 14 weeks.
• Introduced best-practice call guides.
• Provided tools for managers and staff.
• Freed up frontline leader time to focus on coaching and supporting their teams.
• Focused management action through real-time, data-driven management practices.

"It's been an incredible journey - one which I couldn't even imagine the full extent of what could be done when we started and now we are here - happy customers, happy Leaders and a workforce focussing on the things that matter. An absolute pleasure working with the Coxswain team."

- HO Customer Contact

• Over 16 weeks, an Operational Excellence Framework (OEF) was implemented to enhance management capability.  It provided a consistent structure to all teams.
• Empowered managers to better manage work and people through enhancing skillsets.
• Strong coaching support to embed the new ways-of-managing.

  "All teams are now operating in the same manner and this has provided an opportunity to better manage resources and capacity across the business. The framework has connected the teams and they all now talk the same language and have the same rhythms and practices."

- General Manager