Partnering and Collaborative Working An Introduction Dr Neil Jarrett.
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Transcript of Partnering and Collaborative Working An Introduction Dr Neil Jarrett.
Partnering and Collaborative Working
An Introduction
Dr Neil Jarrett
How PI Works...
PI methodologies are adapted from the Toyota Production System:
Demand Pulls - Repairs are carried out in response to customer orders.
Understand the flow of the work through the whole organisation. complete understanding of work end-to-end.
Re-Design delivery processes to meet predictable demand.analyse variability. Processes optimised to deliver customer needs.
The best people to design and deliver improvements are the people carrying out the work.managers is to allow people and suppliers freedom to decide how best to do their job.
We all become suppliers and customers to each other
Improvement Process
Specify Value
Identify the value stream
Make value flow
Perfection
Value definedby the customer
Define the chain ofvalue adding steps
Compress the time to create value
Continuously apply the tools of performanceimprovement
OBJECTIVE
TOOLS
Value Planning
VSM, SPC, Root cause analysis
Standardised work, 5s, line of balance
The continuous improvement cycle
Make only what thecustomer wants
Step 1
Step 2
Step 3
Step 4
Steps1. Specify Value
Identify customer needs Analyse demand including variability
2. Identify the value stream Map current state – system and sub-processes Assess waste in current system – Ishikawa diagram – root cause analysis of all
influences on a system Assess process variability
3. Make value flow Assess constraints to change - perceptions of staff and customer attitudes Reduce demand variability Remove waste – non value adding processes Develop change plan
4. Implement continuous cycle
5
Tools and Techniques for Performance Improvement
Analogies
Brainstorming
Benchmarking
Cause and Effect Analysis
Change Cycle
Competitor Analysis
Concept Fans
Critical Path Analysis
Decision Mapping
Decision Tables
Effort Impact
External Analysis (PEST)
Force Field Analysis
Flowcharting
Five Whys
Just In Time
Input Output Analysis
Meeting Management
Influence and Control
5 S of House Keeping
Influence Diagrams
Risk Management
Run Charts
Process Mapping
Power Maps
Order Winners & Qualifiers
Team Working
Solution Effect Analysis
Skills Matrix
Six Thinking Hats
Stakeholder Analysis
SWOT Analysis
Team SelectionTime Based Process Mapping
Vital Few Analysis - Pareto
Waste Minimisation
Improvement Cycle
Prioritisation Matrix
Lean ImprovementProblem Solving - Improving Quality Performance
Analysis of Quality Issues
10 9 9
3 3 2 1
13
26%
82%88%
94%98% 100%
64%
46%
0
10
20
30
40
50
Radiators BuildingWorks
Pipe w ork/ Trunking
Domestic& Blow
Off
Boiler VerticalFlues
ElectricalWorks
Gas
No
. o
f O
ccu
ren
ces
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Analysis of Radiator Quality Issues
8
31
0
2
4
6
8
10
RadiatorChange
DamagedGrille
MarkedRadiator
P
DC
AImprovement Action Plan
Structured approach to Improvement
Fish Bone & 5 Why
Properties With Quality Snags
50%50%
No. Properties Snag Free No. Properties with Snags
Standardised WorkStandardised work aims to achieve customer
satisfaction every time through effective management of workplace methods.
Standardised work defines the best method of safely combining process inputs in order to achieve Quality, Cost and Delivery every time.
Work Flow BalanceMany clients are unable to balance the work
load of operatives. All construction and maintenance will involve a process flow. If this process flow is not balanced then the poor work continuity will generate large amounts of waste in operative utilisation through waiting time etc.
The work flow balance tool critically examines a process to determine the best distribution of work content between operators in order to meet customer demand with optimum efficiency.
Improving the Delivery ProgramPhase 1 Improvement
• Waste reduction, work package balance and improved interaction of trades
• VSM Activity
• Involvement of Client, Trade Foremen + Suppliers
The Foremen working together as a Team developed a refurbishment work plan within the target time of 24 days.
Standardising Work ActivityPhase 1 – Even Flow Production
WEEK 3
Day 12 Day 13 Day 14 Day 15Day 8 Day 9 Day 10
WEEK 1 WEEK 2
Day 5 Day 6 Day 7 Day 11Day 1 Day 2 Day 3 Day 4
• Work activity pattern repeats
• Agreed improved interaction of trades
• Easier to plan, organise and control
• Productivity improvements also result
Process Level : ‘Loss’ Identification & Reduction
DIAGNOSTICWork Time Analysis - Carpentry
17%
83%
Carpentry - Downtime Pareto (29th April - 24th May)
270 270 270
60 7545 30 30
0
200
400
600
800
1000
IncorrectMaterials
InsufficientMaterialsAvailable
Insufficientlabour /
supervision
Unforeseenextra works
Other IncompleteWorks
Work Area NotCleared
ChangedTenant Reqs
Min
utes
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
IMPROVEMENT * 5C / 5S Activity * 8W * Inventory Analysis * Central Inventory Buffer * Visual Management
OFFICELIFTSTAIRS
SECURE STORES
SPARES
FIRE EXIT
BAY 1 BAY 2 BAY 3 BAY 4 BAY 5 BAY 6 BAY 7 BAY 8
BAY 18 BAY 17 BAY 16 BAY 15 BAY 14 BAY 13 BAY 12
BAY 9
RECEPTION & OFFICE
BAY 21 BAY 22 BAY 23 BAY 24 BAY 25 BAY 26 BAY 27 BAY 28CORNER BASE
UNITS
BAY 10
BAY 11
BAY 20
BAY 19
Future Bays when non-store items are
removed
Improved Stores Layout
Improved Systems for
Inventory Management
Improved Distribution
Maximising Value-Adding
Trade Work Balance Chart - BEFORE
0
5
10
15
A B C D E F G H
TRADES
Tim
e pe
r P
rope
rty
Trade Work Balance Chart - AFTER
0
5
10
15
A B C D E F G H
TRADES
Tim
e pe
r P
rope
rty
MINIMISE DELAYS BETWEEN PROPERTIES
FLOW VALUE-ADDING ACTIVITY WITHIN
PROPERTIES
FLOW VALUE-ADDING ACTIVITY BETWEEN
PROPERTIES
Try it out on a small scale to test the plan.
Did we achieve the expected improvement?
If so what was the benefit? If not, why not?
Make the countermeasure permanent and cascade it.
If trial unsuccessful, identify next countermeasure.
What is the customer need?How does demand vary?How capable are we now?
What are we aiming to do better?
The Plan, Do, Check, Act cycle is a continual process which aims to narrow the gap between current performance and customer expectation
The PDCA Cycle