Designing and Scaling a Lean Control Room Programme for a Major UK Water Utility
We designed and piloted a lean control room programme for a major UK water supplier and then scaled it across two more regions.
One of the biggest water suppliers in Britain was pumping out 55 million litres a day across 83 treatment works. Running all of that depended on a central control room, which, managing an annual budget of £22 million, was also the single most expensive part of the business.
£22M
Annual Budget Managed
3
Regions Scaled
83
Treatment Works
11 Months
Programme Duration
The Challenge
Every controller handled alarms, decisions, and priorities differently depending on who was on shift. There were no shared standards, no targets, and no reliable way of knowing whether the team was performing well or badly.
Our Approach
We started with a full planning phase. Using Muda identification, we found and categorised every source of waste in the operation. We also carried out Value Stream Mapping and trained controllers in continuous improvement methods.
Implementation & Rollout
We documented the current state, designed a standardised way of working, introduced visual management boards, and implemented structured daily routines. We then ran an 11-month audit and sustainability programme.
Results & Impact
All three regions independently sustained improvements at the programme's close. Standardised working, visual management, and continuous improvement became embedded into daily operations.
Key Takeaways
Standardised working procedures eliminate inconsistency.
Visual management creates transparency.
Continuous improvement becomes sustainable when embedded.
Data-driven decisions improve operational performance.
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