The Business Improvement E-book
How 8 Customers Turned Their Process Problems
into Business Improvement Triumphs
In this E-book, we take a look at some
of our customers, the problems they
had prior to purchasing the Triaster
Platform and how their businesses
have benefited as a result.
This E-book Will Help You to:
• Identify the process problems in your
organisation
• Create a blueprint for how to solve them
• Understand the value of a Business
Management System
• Discover how to address the unique
challenges your organisation faces
8 Real Continuous Improvement Journeys:
We have picked eight of our customers who
have had real success in:
• Identifying their process problems
• Changing organisational culture
• Implementing continuous improvement
Some organisations initially purchased a
Triaster system simply to manage their
processes in one single Business Management
System, but have gone on to find that
the potential benefits far exceeded their
expectations.
The Organisations Referred to in this E-book are:
University of Winchester
Needed to address the problem of paper based, time consuming and
bureaucratic processes.
2
National Oilwell Varco
Needed a single Health, Safety and Environment (HSE) system that
helped them to nullify incidents.
3
Sungard Availability Services
Needed a single management system that would reduce errors, manage
risk and provide a standardised service to their customers.
4
Equifax
Needed a robust and scalable management system that could support
and sustain their ongoing quality, improvement and regulatory
requirements.
6
Lockheed Martin UK Ampthill
Needed a more user friendly Quality Management System (QMS) that
digitised their policies, procedures etc.
8
HomeServe
Needed a central source of information that all staff could easily access,
to view the entire customer journey and find the right processes,
policies, scripts and forms.
10
Interserve
Needed to solve the problem of process accessibility. It was then further
developed as a structured Mobilisation and Transformation application
for all Support Services staff.
11
Skanska UK
Needed a single unifying management system to replace nine different
management systems - six of which were audited for individual ISO
certifications meaning multiple unnecessary audits every year.
13
“How Has Triaster Helped You With Business Improvement?”
We asked some of our other customers to summarise the problems
Triaster has helped them to solve. You’ll find their answers following the
case studies. 16

University of Winchester
The University of Winchester was originally founded in
1840 as a Church of England foundation for the training
of elementary schoolmasters. Growing considerably
over the years, it became a General College of Higher
Education in 1990 and was awarded University status in
2005.
What Was the Problem?
Early on, it became obvious that their processes were
letting them down. The four faculties all claimed
that they needed different processes. Their process
problems, although not too bad, could be summarised
as follows:
• University wide
• Bureaucratic
• Time consuming
• Too paper based - with not enough online
• Unclear - for both staff and students
• Having too much variation - both between and
within faculties
• Causing too much time and effort to be spent
correcting errors
• All giving rise to the possibility of a poor student
experience
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How Did They Solve It?
The University understood that they required a
standardised management system that was easy-to-use
for both staff and students and that could integrate
their existing documentation.
In 2010, the University purchased the Triaster Solution.
The University’s AS-IS key processes were quickly
mapped and the resulting process maps were used to
show senior management where the processes were
breaking down.
In 2011, Winchester achieved the top award of five stars
in the EFQM assessment ‘Recognised for Excellence’.
Following these key changes, Winchester jumped 27
places in the 2013 national student satisfaction survey –
by 2015, they were fourth in the country.
How Are They Able to Harness Triaster for
Continual Improvement?
The improvement team at the University of Winchester
approach process improvement as follows:
• Always beginning with a clear objective
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• The current process (AS-IS) is captured using the Triaster process

mapping tool
• The mapped process is published to their Process Library where it is
reviewed and approved
• Bottlenecks are highlighted
• Options for alternative processes are identified and analysed and
the future (To-Be) process is modelled - this may incorporate, for
example, the use of new technology or perhaps just a few small
changes
• An action plan for implementation is formulated
• The project team presents the proposed process to management For more information on
and colleagues University of Winchester’s ‘How
• The new process is agreed and implemented Do I’ Process Library, visit their
• Short follow-up events are typically held at 15, 30, 60, 90 days and case study.
at one year to embed the new process as business as usual and
review the return on investment info.triaster.co.uk/
case-study-uow
This improvement focus has certainly delivered results. In 2016, Winchester
was honoured with not one but two UK Excellence Awards from the British
Quality Foundation.

National Oilwell Varco

National Oilwell Varco (NOV) is a global family of
companies (some dating back 150 years) delivering
technical expertise, advanced equipment and
operational support to the oil and gas industry.
What Was the Problem?
In 2014, to support a key safety initiative introduced
that year - Capture Zero - Ralph Castillo, HSE Director,
needed to find a new Health, Safety and Environment
(HSE) system. The one they had wasn’t able to fill the
requirements of the ‘zero incidents’ target they had set
themselves.
Ralph’s key objective for the new HSE system was that
it would be a one-stop shop for all Health, Safety and
Environment processes and documentation, which
everyone in Process and Flow Technologies would be
able to access through their intranet.
He was looking for a business wide platform to help
employees take care of themselves and achieve zero
incidents.
How Did They Solve It?
After evaluating the options, the Triaster platform was
chosen.
As the implementation was taking place, an
Operational Excellence group was set up for Process
and Flow Technologies, tasked with the challenge of
introducing Business Process Management (BPM).
At the time, BPM was relatively unknown in the
organisation and so the challenge was both a practical
and a cultural one.

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How Are They Able to Harness

Triaster for Continual Improvement?
To see screengrabs of National
After speaking with the HSE Director, Mark
Curtin (Programme Manager for BPM)
Oilwell Varco’s ‘Pathway’
recognised that the Triaster Platform Process Library, visit their
would easily extend to provide a showcase page
BPM system for all processes. He also
recognised that it had to reach well
beyond their business - across the group triaster.co.uk/
and globally. showcase-nov.php
Working together with Triaster, HSE
and Operational Excellence, a structure
and design was agreed for their Triaster
Process Library that would support the
whole company.

Sungard Availability Services

Sungard Availability Services (Sungard AS) is a leading provider of critical
production and recovery services to global enterprise companies. Sungard AS
partners with customers across the globe to understand their business needs and
tailor solutions to help them achieve their desired business outcomes.

What Was the Problem?

Sungard AS recognised that they needed a single management system for their organisation that
would reduce errors, manage risk and provide a standardised service to their customers.

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Sungard AS required a system that delivered:
• A central, online source of truth that is easily
accessible to all within the organisation and
simple to use
• The easy capture and modification of processes
end-to-end (enabling devolved ownership)
• Process and document search function
• The capture of metrics such as responsibility,
accountability, consulted and informed (RACI)
• Linking from process maps to documents and
templates
• Process improvement, e.g. transition process
from current state to future state (AS IS vs. TO BE)
• Ownership of the system to be maintained by
the business users
• A notification to end-users of new and changed/
updated processes/documents
• Shared common processes and documents
across projects/business areas
• Easy deployment of the processes by other
Sungard partners
• Scalability to align with future global
standardisation within the Sungard AS
organisation
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How Did They Solve It?
Sungard AS implemented a global target operating
model for Service Management which is available to all
their staff via a Triaster Process Library called Ask PAT -
with PAT standing for Process Application Tool.
With all Service Management processes and work
instructions available in Ask PAT, there is a single source
of truth for the organisation - reducing errors, risks and
supporting the provision of a standardised service to
Sungard’s customers. Having a single target operating
model has also opened the doors for Sungard AS to a
single ISO20000 Certification across the USA, India and
the UK.
How Are They Able to Harness Triaster for
Continual Improvement?
Ask PAT has enabled Sungard AS to build a structure
around the services they deliver. This in turn is enabling
better business and IT understanding of the challenges
and benefits of delivering those services.
A great example is around the provision of new
hardware. With their new Process Library (Ask PAT)
in place, Service Management benefit from a clear
definition of the process to provide new hardware
and staff expectations can be set according to the
performance expectations on the service. Staff also
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 www.triaster.co.uk/connector

benefit because there is a published process with a

clear entry point and visibility of intermediate stages -
everyone now knows what should happen.

How has Ask PAT changed the way Sungard AS operate?
Having all the processes, policies and work instructions
in Ask PAT allows Sungard AS to specify requirements
and standards for consistent use across the business -
with the agreement of stakeholders.
Ask PAT enables Sungard AS to identify all dependency
and supporting services. This way, the full impact
of services being taken offline is identified and
understood before it happens.
PAT is a key step in supporting Sungard AS’
consistent adherence to our standard way
of working and our commitment to Business
Improvement.
Pat Morley, VP Global Recovery Services &
Operations Director Europe

Ask PAT enables Sungard AS to manage outages more

professionally and communicate with the appropriate
service stakeholders. This in turn enables better change To see screengrabs
management of outages, by getting agreement
of Sungard’s
from the people that count on the business side and
minimising the risk of impacting dependent services.
‘Ask PAT’ Process
Lastly, by understanding fully the Service Management Library, visit their
processes and those responsible for delivering them, showcase page.
Sungard AS has the opportunity to better understand
the structure of the department and thereby identify triaster.co.uk/
under-resourced areas. showcase-sungardas.php
This enables, when appropriate, a realignment of
the Service Management function, which in turn
streamlines the delivery of services to their customers.
ASK Pat was so effective that In November 2015, it was
awarded the IT Service Management Project of the Year.

Equifax
Equifax Limited is one of the Equifax group companies based in the UK. They
help organisations to protect against fraud and comply with regulations, and
help consumers protect their identity and access their credit information.

What Was the Problem?

Equifax needed a management system that was not just robust and scalable, but
that could also support and sustain their ongoing quality, improvement and regulatory requirements.

They were clear that the system needed to sit at the centre of the business and deliver the following:

• One central source of accurate information – ‘one version of the truth’

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• Online easy access to policies, processes,

procedures, documents, forms and templates for
all employees
• A training mechanism for new and existing staff
• A reminder of how to do less frequent tasks Triaster has developed an easy to use, intuitive
• Access via mobile devices to support out of
system which puts ownership and information
office working at the heart of the business and improvement
• Identify and report on Responsibility, within reach of every member of the
Accountability and Process Ownership organisation.
• Detailed management information and
reporting capabilities Eva Newbury,
Senior Manager – Business Quality Assurance
How Did They Solve It?
Following a review of several Business Process
Management systems available on the market, Triaster
was recommended to the business. How Are They Able to Harness Triaster for
Continual Improvement?
Building on a trial of a Triaster Process Library, the
implementation was quickly kicked off, focusing on: Just five months after adopting the full Triaster system,
it was already delivering:
• Developing and training a community of process
mappers • Quality at the centre of their business, enabling:
• Identifying any gaps in the end-to-end processes • One version of the truth
• Capturing additional processes, procedures and • Consistent best practice established
data
• Effective mechanism for capturing process and
• Developing a bespoke Process Library design delivering training
and brand
• Ownership and RACI established
• On-premises Process Library installation
• Delivering Quality Management Principles

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Governance at the centre of their business, enabling:
• The creation of strategy
• A mechanism for monitoring
• A central source of accurate information
• Controlled Document Store
• Powerful Management Information and
reporting capability
• Security
Improvement at the centre of their business, because
the system is:
• Easily accessible – online portal and mobile
• Available to everyone
• Intuitive to use
• Structured and
sustainable
• Built-in
Improvement
Modelling
Lockheed Martin UK Ampthill
Lockheed Martin UK, is the UK-based arm of Lockheed
Martin Corporation. Lockheed Martin UK specialises
in the development, integration and sustainment of
advanced technology systems, products and services.
What Was the Problem?
Lockheed Martin UK Amptill in Bedfordshire, is a world
leader in defence equipment design and manufacture
a tightly controlled product. The Ampthill site is fully
compliant to AS9100 Quality Management System
standard and the US parent company also sets out
stringent processes and controls which the UK must
comply with.
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My call to action at launch was for our teams
to Change, Communicate and Collaborate,
which in turn will change the Culture of our
organisation. Triaster will allow Equifax to put
the customer and improvement at the centre
of our business. 
Eva Newberry,
Senior Manager - Business Quality Assurance
For more information
on Equifax’s ‘HUB’
Process Library, visit
their case study.
info.triaster.co.uk/
case-study-equifax
In 2012, these processes and controls were all found
in text-based documents. There were a great many
documents spread across various Networks, some of
which were in the United States (USA) and some of
which were specific to the Ampthill site in the UK.
Everyone was agreed that a more user friendly Quality
Management System (QMS) was needed.
How Did They Solve It?
When the Process and Compliance team in Ampthill
proposed implementing a Triaster Process Library to
leadership, they were set a target of six months to
convert all quality management documentation into
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process maps. And a further target of reducing the • On their intranet

amount of text in their QMS by 50 percent! • Easy to access
• Easy to navigate
Changing from text based process documentation
to a Process Library was a big cultural change for the • Contains process linkages and interactions which
company, so the Lockheed Martin team worked with are both visible and easy to follow (end-to-end
business processes)
Triaster on a programme to develop an engaging
identity for their Process Library, to explain to the rest of • Contains all templates, forms, means of
company that a new QMS would be coming soon and compliance and guidance materials linked to
directly from the process maps
the benefits that would bring to individuals and the
company. • Show the cross-functional process approvals
• Contains a comprehensive reporting suite
Calling their Process Library ‘Touchstone’, an eye • Has an excellent search facility
catching logo and brand was developed. This was
used consistently in, amongst other things, posters,
newsletters and awareness sessions - where the
developing Process Library was demonstrated - to
For more information
spread the word that Touchstone was coming.
on Lockheed Martin’s
‘Touchstone’ Process
How Are They Able to Harness Triaster for
Library, visit their
Continual Improvement? case study.
Achieving both of the targets set by the Senior
Leadership Team, Touchstone was launched in the info.triaster.co.uk/
summer of 2013, delivering a greatly improved case-study-lmuk
comprehensive QMS, which is:

• A ‘one-stop-shop’ for all policies, processes and

procedures
• An easy to understand visual representation of
their processes

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HomeServe
HomeServe provides home emergency assistance and
domestic repairs to Britain’s homes. It was established
as a joint venture with South Staffordshire Water in
1993 with the aim of being one of the first places
people turn to for home emergencies and repairs. And
the company has never lost sight of that goal.
What Was the Problem?
The problem was that they didn’t have a central source
of information that all staff could easily access to view
the entire customer journey and find the information
(processes, policies, scripts and forms) they needed
to do their job. The aim was and still is, to ensure
that all customers receive the same level of effortless
experience, regardless of whoever they spoke to.
How Did They Solve It?
They implemented a Triaster Process Library. Upon
implementation of the Triaster Process Library, the
team made full use of the design and communication
streams delivered by Triaster - developing the
extremely strong and eye catching brand name of
‘Process Central’ for its Triaster Process Library.
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Process Central
effortless customer experience
How Are They Able to Harness Triaster for
Continual Improvement?
Rachel Hulme explains the impact that working side-
by-side with Triaster has had on their business:
Triaster have been more than helpful
throughout our journey so far, and with that I
feel encouraged we chose the right solution.
Brand and communication is a large factor in
the implementation, it’s been key for us to get
this right from the off! Working with one of the
Design team we were able to see our vision
come to life and from that our Communication
representative has helped to develop a full
brand from logos to posters - all to come in line
with our implementation dates. We had weekly
conference calls to track progress and plan for
the coming weeks, which certainly helped us
to achieve our tight timeframes.
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During our Test phase we had support on

site from one of the Consultants which was
considerably worthwhile. This meant we could To see screengrabs of
resolve any queries there and then without Homeserve’s ‘Process
hesitation. Implementation went smoothly Central’ Process
with great feedback from our colleagues; it Library, visit their
was also comforting to know if we had any showcase page.
hiccups Triaster would be on hand to treat us
as priority. triaster.co.uk/
showcase-homeserve.php
As we start to develop our road map, it’s nice
to think some of the heavy duty work won’t be
required in the future, as a lot of what we have
created has been designed to be reusable, so
we can roll out with ease.

I look forward to working alongside Triaster for

the rest of our relationship, as Process Central
continues to support our effortless customer
experience.

Interserve
Interserve is one of the world’s foremost support services and construction
companies with 80,000 employees worldwide. They operate in the public
and private sectors in the UK and internationally offering advice, design,
construction, equipment, facilities management and front-line public services.

What Was the Problem?

The problem was simple, process accessibility. Interserve needed their team to have access to a single
management system. Interserve’s Process Library, ‘PRISM’, was launched on their intranet (IRIS) in October
2011 to deal with this problem.

It was then further developed as a structured Mobilisation and Transformation application for all Support
Services staff and this started to deliver significant value.

In order to differentiate Interserve from their competitors, Support Services identified the need to design
significant innovation into their bid proposals. Increasingly, facilities management providers realised that
without an innovative approach, their ability to bid for and win work is seriously compromised. As a result,
there was a need to ensure that FM providers sold only what they could deliver, and then deliver exactly
what had been sold.

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How Did They Solve It?
The mobilisation tool was developed specifically to
ensure that business can be won and delivered to a
reliable margin, whilst at the same time delivering a
better service to Interserve’s customers. Standardised,
best practice tools, templates and processes simplify
and improve the way in which Interserve mobilise
their contracts.
Interserve’s Defence team also shares their Process
Library with their customer: the Ministry of Defence.
The MOD were able to view their supplier’s processes
and also shared their own with Interserve. Processes
are now not only cross-functional, but cross-
organisational too.
The benefits are significant:
• Standardised toolkit for all mobilisations
• Coherent and consistent approach to
mobilisation delivery
• Greater solution accuracy by minimising errors
and overruns
• Enhanced customer service and delivery to
clients through the consistent methodology
and delivery of mobilisation and
transformations
• Standardised documents help managers
to focus on contract specific elements of
mobilisation
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How Are They Able to Harness Triaster for
Continual Improvement?
The standardisation of the cycle from bid process
through mobilisation and transformation to ‘business
as usual’ significantly reduces the time that mobilisation
project managers need to spend on the ‘standard stuff’
and enables them to concentrate on being creative
and adding value, thereby delivering a better service to
their customers.
It also has a significant positive impact on cost
containment and the time taken to mobilise - both key
to delivering a reliable profit margin. One of the key
benefits of the (new) approach is having ‘off the shelf’
items ready for use so you don’t have to start from
scratch. This makes the routine activities ‘routine’ and
gives everyone the chance to have ‘thinking time’ and
focus on the difficult, contract specific tasks.
For more information
on the Interserve
Process Library
‘Prism’, visit their
showcase page.
triaster.co.uk/
showcase-interservefm.php
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Skanska UK

Skanska is one of the world’s largest construction companies. They employ approximately 5,400
staff in the UK alone, develop commercial and residential projects and have demonstrated a fierce
commitment to sustainability, community investment and environmental protection.

What Was the Problem?

Triaster’s partnership with Skanska has been building steadily since the implementation of a single
Process Library within Skanska Civil Engineering. At that time, Skanska had nine operating units
which were completely independent with each one having its own unique management system.

Each system had its own platform, six of which were audited by the LRQA for individual ISO
certifications, meaning multiple audits every year, performed by the same auditors, looking at similar
content and presented differently within different management systems.

Skanska’s impressive system of process sharing has significantly reduced both

duplication and cost and is a very good example of innovation in practice.

Joe Goasdoue
BQF Chief Executive, on presentation of the award.

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How Did They Solve it?

In 2010 Skanska UK decided to make three changes
that would revolutionise the way they ran their
business:

1. One management system containing policies, I want to formally thank Triaster for your
processes and procedures common to all
operating units huge contribution in helping Skanska to win
2. A single accreditation (LRQA) this award. The hours of preparation and
3. A common business process management
planning with you to define exactly what
platform (Triaster) we were seeking to achieve has exceeded
my expectation to the extent that it is rather
After listing areas of their business, Skanska UK were
taken for granted internally now! The technical
immediately able to identify that all of their processes implementation was something quite special...
fell into one of these categories:
Kerry Ann Christelow
• Functional Area – supporting processes, health Skanska UK’s Business Process Technical Manager
and safety, procurement
• Project Control – everyday project
management processes
• Sector – processes to meet specific
requirements e.g. gas, highways etc.

Pretty soon the best person to represent each area of the business was identified, together with a team
of process owners who took control of their areas by using process mapping to work out best practice.

Like links in a chain, the best core processes were identified leading to the implementation of the One
Skanska Library: ‘Our Way of Working.’

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How Are They Able to Harness Triaster for Continual Improvement?

On the Skanska UK homepage there are menu options for each operating unit. Once the user clicks on
the relevant Operating Unit Library, they are given Functional Area and Project Control menu options.
This navigation always takes the user to the correct processes and procedures for their operating unit.
It is clear to see that Skanska UK’s decision to implement a single Process Library in 2010 has had an
immense influence on not only their processes, but also on developing a quality culture. The ‘Our Way of
Working’ library focussed on the ‘why’ – explaining the reasons why something is done and the impact it
has on the customer.

Skanska UK won the 2013 Achievement Award for Innovation from the British Quality Foundation just
three short years after implementing ‘Our Way of Working’.

Following this, Skanska UK have focussed on creating quality projects and their five zeros vision:

• Zero loss making projects

• Zero environmental incidents
• Zero accidents
• Zero ethical breaches
• Zero defects

The guys at Triaster really are second to none and are the best I have ever dealt
with. They offer a supportable solution and are extremely quick to act when
things go wrong. Communications are also excellent.

Chris Needham
Business Systems Specialist, SKANSKA UK

For more information on the Skanska

UK Process Library ‘Our Way of
Working’, visit their showcase page

triaster.co.uk/
showcase-skanska.php

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“How Has Triaster Helped You With

Business Improvement?”
We asked some of our other customers to summarise the problems Triaster has
helped them to solve – here are a few answers…

Help with business owners

and community of approach.
Process capture, sharing
and visibility.
We have used Triaster to
process map our keys to keys
processes with full costings in
the background.

Compliance to AS9100/
ISO9001 and maintenance
Store and link documents of accreditations.
to SharePoint.

Common processes used

nationally, aligning activities Visibility of business processes
to specific job roles. across the business.

A place to present our existing

To gain consistency and content in a searchable, clear,
governance of all processes. fresh, modern place.

Triaster offer a platform for

staff that lets them search
for what they have to do and
how to do it. Collaboration, delivering the
QMS, consistent mapping
approach, governance,
To gain consistency and compliance.
governance of all processes.

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