Executive summary This report analyses why 25% of the calls we receive are from the procurement team asking questions or passing on information. The research was conducted in June and July 2026 and includes statistical data gathered from various sources. The research was conducted by a cross-party team of lawyers and support staff headed up by Fred Smith. The aim was to identify current bottlenecks in the process, what was causing them and how they could be fixed. The main recommendations of the report are: • improve communication around the contract drafting process • clarify what constitutes a conflict of interest and why it’s important • create an online infographic of the contract drafting process as a clear and consistent reference point • tighten adherence protocols around how we store information on the collaborative systems The full details of these recommendations can be found below. Should the recommendations be accepted, initial roll-out can begin within two weeks. What is the problem/issue and what does it cost? Problem/issue Analysis Issue Delays at the start of new supplier process is resulting in complaints and an impact

This workflow sets out the steps to take when improving a process within your legal department and

This Improving efficiency workflow sets out the steps to take when improving a process within your legal department. It is based around the Define, Measure, Analyse, Improve, Control (DMAIC) framework of continuous improvement and identifies Precedents you could use to support you with each step. Note 1 You could do this by: • identifying where there is waste in

This workflow sets out the steps to take when improving a

This Precedent provides a worked example relating to a hypothetical in-house legal department that wishes to make changes to improve its contract drafting process. By using the Define, Measure, Analyse, Improve, Control (DMAIC) framework for improving efficiency, a range of solutions has been identified, including clarifying the process and reviewing how documents are stored in order to minimise the need for internal clients to call the administrative assistants to chase for information. This case study scenario looks at how to implement and embed that specific change only. Stage Questions/considerations Case study scenario responses 1. Create a sense of urgency How will the employees know there is a need for the change?How will they understand how important it is?How will they see the long-term and short-term benefits? Explain: —how the impact of the current contract drafting process is affecting budgets—the impact the process is now having, and is likely to have, on supplier relationships in the future—how the reduction in call volumes and an enriched administrative assistant

This Precedent will help you identify and deal with issues around making and implementing change across your department. It considers the different stages involved in making a change and suggests questions you should consider in relation to each one. A worked example of this Precedent is also available, see Precedent: Improving efficiency: Making changes across the department (worked example). Stage Questions/considerations Solution/action 1. Create a sense of urgency How will the employees know there is a need for the change?How will they understand how important

There are five key steps to improving efficiency: • identify (define) what process needs improving (covered in this Practice Note) • measure the problem (see Practice Note: Improving efficiency: Step 2—measure the problem_ • analyse your information (see Practice Note: Improving efficiency: Step 3—analyse what's causing the problem) • improve the process (see Practice Note: Improving efficiency: Step 4—improve the problem) • control, ie embed the new process so it becomes business as usual (see Practice Note: Improving efficiency: Step 5—embedding changes) Management consultants often refer to this is as the ‘DMAIC framework’. This Practice Note guides you through the first step—the ‘define’ phase. It explains two different methods that can be used to identify which processes needs improving, ie by: • finding out where processes generate waste, as waste is an indicator of an inefficient process • establishing whether the way of working delivers what clients want within reason, ie within the range of what the team is willing to do for the clients It

There are five key steps to improving efficiency: • identify (define) what process needs improving (see Practice Note: Improving efficiency: Step 1—identify and define the problem) • measure the problem (covered in this Practice Note) • analyse the information (see Practice Note: Improving efficiency: Step 3—analyse what's causing the problem) • improve the process (see Practice Note: Improving efficiency: Step 4—improve the problem) • control, ie embed the new process so it becomes business as usual (BAU) (see Practice Note: Improving efficiency: Step 5—embedding changes) Management consultants often refer to this is as the ‘DMAIC framework’. This Practice Note guides you through Step 2, ie measuring the problem or inefficiency you have identified in Step 1, the ‘define’ stage. All areas of waste and inefficiency have a cost to the department. Some have a direct cost such as surplus equipment, whereas other costs are associated with wasted time (opportunity cost) and materials. The most common problem with Step 2 is knowing what to measure. The tools below will help

There are five key steps to improving efficiency: • Identify (define) what process needs improving (see Practice Note: Improving efficiency: Step 1—identify and define the problem) • Measure the problem (see Practice Note: Improving efficiency: Step 2—measure the problem) • Analyse your information (covered in this Practice Note) • Improve the process (see Practice Note: Improving efficiency: Step 4—improve the problem) • Control, ie embed the new process so it becomes business as usual (see Practice Note: Improving efficiency: Step 5—embedding changes) Management consultants often refer to this is as the ‘DMAIC framework’. This Practice Note guides you through Step 3, ie analysing the causes of the problem you identified in Step 1 and measured in Step 2). This Practice Note will develop the case study followed in Practice Notes: Improving efficiency: Step 1—identify and define the problem and Improving efficiency: Step 2—measure the problem. That case study relates to a hypothetical in-house legal team’s contract drafting process. Step 3 requires analysis of the information you have collated to: • analyse

There are five key steps to improving efficiency: • Identify (define) what process needs improving (see Practice Note: Improving efficiency: Step 1—identify and define the problem • Measure the problem (see Practice Note: Improving efficiency: Step 2—measure the problem) • Analyse the information (see Practice Note: Improving efficiency: Step 3—analyse what's causing the problem) • Improve the process (covered in this Practice Note) • Control, ie embed the new process so it becomes business as usual (see Practice Note: Improving efficiency: Step 5—embedding changes) Management consultants often refer to this is as the ‘DMAIC framework’. This Practice Note guides you through Step 4, ie improving the problem identified in Practice Note: Improving efficiency: Step 1—identify and define the problem, measured in Practice Note: Improving efficiency: Step 2—measure the problem and analysed in Practice Note: Improving efficiency: Step 3—analyse what's causing the problem. The Practice Note develops the case study in these earlier Practice Notes which relates to a hypothetical in-house legal team’s contract drafting process. Making the improvement Once

There are five key steps to improving efficiency: • Identify (define) what process needs improving (see Practice Note: Improving efficiency: Step 1—identify and define the problem) • Measure the problem (see Practice Note: Improving efficiency: Step 2—measure the problem) • Analyse the information (see Practice Note: Improving efficiency: Step 3—analyse what's causing the problem) • Improve the process (see Practice Note: Improving efficiency: Step 4—improve the problem) • Control, ie embed the new process so it becomes business as usual (covered in this Practice Note) Management consultants often refer to this is as the ‘DMAIC framework’. This Practice Note guides you through step 5, ie embedding the new process to overcome the problem you identified (Improving efficiency: Step 1—identify and define the problem), have now measured (Improving efficiency: Step 2—measure the problem), analysed (Improving efficiency: Step 3—analyse what's causing the problem) and improved (Improving efficiency: Step 4—improve the problem), developing the case study followed in these Practice Notes. John P Kotter's eight-stage process There are many different theories about how to implement

This Practice Note sets out a simple five-step improving efficiency framework and illustrates how it works by way of a case study involving internal complaints about the in-house legal team. It also highlights related guidance and tools available to support each stage of the framework. The five steps framework The five-steps in this improving efficiency framework are: • define • measure • analyse • improve • control Management consultants often refer to this is as the DMAIC framework. It is an excellent framework to follow when you are trying to improve an existing process or address an issue or problem. It takes you through each element one step at a time and ensures you have considered the process from every angle. What does each step involve? The table below sets out each of the five steps and illustrates them by reference to a hypothetical scenario—the legal team receives too many complaints. It also contains links to related guidance for each step in this improving efficiency framework: Step What does this step involve Why