Lean Construction 2 Wingrove

8/12/2019 Lean Construction 2 Wingrove

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Lean Improvement in the

Highways Agency

Andrew Wingrove

Technical manager Lean Division

Licensed by the Highways Agency, under the Open Government Licence v1.0


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Purpose

To explain the Agencys Lean journey, what we have learned and

what our challenges are.


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Executive Agency of Department for Transport.

3800 staff across 8 offices, 8 traffic control centresand 29 outstations across England.

Operate, maintain and improve 7000 km Strategic

Motorway and Trunk Road Network in England.


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In current climate of austerity,

its even more important wereduce costs while improving

outcomes

!


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Lean at the Highways Agency

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To date lean deployment has focussed on the Supply chain...

The Agency Executive Board have fully been supportive by

investing resource and providing leadership

120 Lean Practitioners have been trained

Joint efficiencies of c.70m have been shared with the

Supply Chain since the programme commenced in 2009

A benefits to cost ratio better than 15-20 to 1 is routinely

achieved

The response from the Supply chain has been excellent

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Highways Agencys Strategy for Lean


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To enable the delivery of increasing value for our

customers using Lean

Co

llaborative

Planning

VisualManagement

ProblemS

olving

Benef

itsRealisation

KnowledgeTransfer

Objective

PEOPLE

Lean Maturity Assessment

Features

The House of Lean

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Collaborative Planning System

The Collaborative Planning System

is about enabling teams to work

together to improve flow and

deliver what is promised.

Collaborative

Mapping

Process

Improvement

Production

Control


customers usingLean

Collaborative

Planning

VisualManagement

ProblemS

olving

BenefitsRealisation

KnowledgeTransfer

Objective

PEOPLE


Features

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Visual Management cells allow teams to easily track progress

against objectives and mitigate issues early on

Used at many site offices on HA Road schemes

Used in some HA offices, with plans to roll out more

Visual Management


customers usingLean

Collaborative

Planning

VisualManagement

ProblemS

olving

BenefitsRealisation

KnowledgeTransfer

Objective

PEOPLE


Features

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Lean Sigma Projects (Problem Solving):

The DMAICT Improvement Process

Define Define the projectforming a team with agreed, clear goals and effective

sponsorship

Measure Measuring the Processgathering data on current performance

Identify and remove waste through lean techniques

Analyse Analysis of the Processidentifying and quantifying root causes of current

performance

Improve Improving the Processimplementing performance improvements

Control Controlling the Processachieving predicted benefits and project closure

Transfer Sustain performance, maximise the benefits of the learning gained during

the project and sign off

CONTROLIMPROVEANALYSEMEASUREDEFINEBUSINESS

OPPORTUNITIESTRANSFER


customers usingLean

Collaborative

Planning

VisualManagement

ProblemS

olving

BenefitsRealisation

KnowledgeTransfer

Objective

PEOPLE


Features

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Demonstrates that Lean is worth doing to wider HA community

Creates business case for continuing investing resources in Lean deploymentHelps to identify which projects should be prioritised

Understanding gains gives energy to knowledge transfer activities

Benefits Realisation

Why?


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Every Lean Project undertaken produces a Knowledge

Transfer Pack.

Sharing Knowledge


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Highways Agency Lean

Maturity Assessment Toolkit

Allows HA to measure

movement toward a continuous

improvement culture in Supply

Chain

Measuring Lean Maturity


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Guides available on

Collaborative Planning

Lean Visual Management Design, Construction

and Maintenance fields

Benefits Realisation

Joint Training Programmes with

our Supply Chain

Secondments from the Supply

Chain

People and Skills


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Highways Agency Development

Route Map

Lean

Foundation

3 days1 module

Understand concepts and

language of lean

Deliver simple projects

with initial support

Understand leanphilosophy

Start to challenge waste

Receive attainment

certificate on passing test

at end of module

Lean

Practitioner

6 days2 modules

Understand concepts andlanguage of lean

Able to use a range of

common lean tools

Understand the DMAICT

methodology, Collaborative

Planning and Visual

Management techniques

Able to lead Lean Projects

Apply learning on ownproject during the training

Receive attendance

certificate after module 2

Receive certificate of

competence on completion

of project

A multiple stage build

approach to meet individual

development needs.


language of Lean Sigma

Able to use a range of

common Lean Sigma tools

including data analysis

methodologies.

Able to lead more complex

Lean Sigma Projects

Able to train to Lean

Practitioner level

Apply learning on

delegates own HA project

during the training Green Belt accreditation

by Black Belt following

pass of examination,

completion of Green Belt

project production of

Knowledge Transfer Pack

and review.

4days1 module

Lean SigmaGreen Belt

4

days 1 module


language of Lean Sigma

Able to use the full range

of Lean Sigma tools

including data analysis.

Able to lead complex Lean

and Six Sigma Projects

Have the foundations totrain to Green Belt after

Train the Trainer

development

Black Belt accreditation

by Master Black Belt

following pass of

examination, completion

of Black Belt project

production of Knowledge

Transfer Pack and review

with Master Black Belt

Lean Sigma

Black Belt

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Key Issues & Risks

Expectations too high too soon

Resources needed to help people to help themselvesmost areas of HA

are under resource pressure and may be reluctant to invest

Visibility of commitment from Agency leadership needed to be successful

Conflict with other initiativesstaff might not engage

Resistance arease.g. trade unions

Branding (Lean) could create issues

Some people make the assumption that it is about getting rid of staff

and this is definitely NOT the case

People might think it is a club for the chosen fewthis is definitely NOT

the case, all must engage for success

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Golden Rules for Lean

Source: Alan Cook HA Chairman


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Become self-sufficient in Lean

Use Lean as a staff engagement tool not just for eliminating waste


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What we have learned?

Provide support during the learning process.

Dont waste time and energy on the doubters!

Learn today and use tomorrow!

Build a community to generate peer pressure.

Secondee process works and gives great benefits.

Start with people engagement i.e. using Visual

Management and Collaborative planning ( keep it simpleto start)


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What we have learned?

Make it contractual but provide incentives!

Introduce Lean Key Performance measures

Encourage supplier organisations to see the benefit

Demonstrate the methodology get a quick win

Invest in your supply chain to develop capability

Transfer the knowledge


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HA PROCUREMENT STRATEGY

Collaborative Frameworks

Category Management

Asset Support Contracts

Project Bank Accounts


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Where it fits in?

TIER 1

TIER 2

TIER 3

TIER 4

TIER 5

Collaboration TIER 1 TIER 1Collaboration

TIER 2 TIER 2

CATEGORY MANAGEMENT INTEGRATION

PROJECT A

MPPROJECT B

MP

PROJECT C

Maintenance

TIER 3

TIER 4

TIER 5

TIER 3

TIER 4

TIER 5

Commercial Relationship Tier 1 to Extended Supply Chain Unchanged

80%

20%

Verti

calIntegrationinProjec

ts

Spend


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Category Management Contract Relationship Interfaces

Highways Agency/ Local Highway AuthorityEnabled

Framework

MAC/ASCFramework

(ASF)

Major

ProjectsSpot Tender

Employer

Contract

Category Management Contractors/ SuppliersFramework Contractor/

Supplier


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Procurement Issues

Framework length

Work definition unclear

Secondary Competition requirement

Engagement of Tier 2 and 3 at early stage without a contract

Tier 1 Contractors reluctance to move from pricing auctions


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Our Challenges

Lean is not sustainable in an organisation without senior

management commitment and leadership, how do you get this?

70-80% of our spend is with our suppliers at Tier 2 and below but

we dont directly contract with them, what procurement approach

will leverage value?


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Contact: [email protected]

Visit Us: www.highways.gov.uk

Thank you for listening.

Andrew Wingrove

The Six Golden Rules for Achieving Operational Excellence


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Time spent identifying the key opinion formers who may be both internal and external stakeholders is never time

wasted. They exist at all levels in any organisation so if you get them involved and win them over, your path to success will be

greatly enhanced. Winning over the court of the organisations "public opinion" can prove more important than the empirical

evidence. Success has been achieved because everyone says so.

Learn how to apply Lean effectively; it is an essential tool to achieving operational excellence. All levels of the organisation will need the

appropriate training. Training should be combined with support in the application of Lean on live projects but bear in mind rule 5.

Develop or recruit your own Lean experts they are a vital component in establishing a continuous improvement culture which should be

the ambition of every business.Broaden the understanding of Lean with staff at all levels.

Adapt the role of any external Lean expertise from the initial doing to coaching and supporting your internal Lean capability in the later

stages.

Consciously plan how knowledge transfer will occur between external experts and internal staff, dont assume this will happennaturally.

Lean helps to increase understanding of, and focus on, value add throughout the organisation and can help harness the creativity

and effort of the whole organisation. It can also provide a mechanism for staff empowerment (especially of front line staff) and

ownership of performance.

Provide clear reasons for the goal and present the case in clear unambiguous terms, this avoids confusion and wasting

precious time and effort. Establishing a common understanding on what needs to be achieved at the outset is pivotal to

the success of any undertaking, especially if the goal is large scale and complex in nature

If you wish to achieve anything of real substance you have to get sponsorship at a senior level.

Senior leaders of an organisation need to play an active and sustained role in the process. Without

senior level support it is unlikely that you will get the resources you require for success. The activity is likely to be

superseded by things that are deemed more important by management and even if the goal is achieved it is unlikely to get

the recognition and ongoing support that it deserves.

The Six Golden Rules for Achieving Operational Excellence

Articulate and demonstrate the need clearly

Senior level sponsorship is vital

Get key opinion formers onside

Learn how to do Lean properly

Become self-sufficient in Lean

Use Lean as a staff engagement tool not just for eliminating waste

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Lean Construction 2 Wingrove

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