Lean Construction 8 Wearne

8/12/2019 Lean Construction 8 Wearne

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A Supply Chain perspective

Chris Wearne

CH2M Hill Halcrow

Lean in the Highways Agency


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Lean in the Highways Agencya supply chain perspective

A theme? - Every day is different but every day is the same?

The secondee model - the supply chain perspective

- new skills or a career move?

Reflections from projects - Communications Cells

- Improvement projects

- Collaborative Planning

Some messages to share - the HA Lean Initiative

- what gets in the way, what works in public service


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Lean in the Highways Agencya supply chain perspective

HA set up Lean Division in 2009, 7 staff, started training autumn 2009

HA invited suppliers to identify secondees to join HA team

Secondees offered free training, with HA staff, to apply Lean in HA project work

Secondee projects - MAC Area 10 DDA Improvements- MAC Area 10 Site Communications Cell- M25 DBFO DNs Consultancy Services

Some added to their skill set, others changed course.

Facilitator projects - MAC Area 12/14 Plant Management

- MAC Area 10 Scheme development Communications Cells - M25 DBFO DNs Consultancy Services, handover

- HA Departures from Standards process improvement- Boston Manor Viaduct Repair, Collaborative Planning- A1 Lobley Hill to Dunston Collaborative Planning, ongoing- M4 Managed Motorways Collaborative Planning, ongoing- HA Commercial Management reporting, ongoing


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Case study 1/6 - Communication Cells, bridge refurbishment

HA sought willing horse, a very capable Works Manager, to take on the idea.

Unipart carried out a communications audit; the ratings were not good

Discussion to design a Lean Daily Management System / Communications Cell

Display set up at hut crossroads, meetings set up at 10.15am, brewtime

Daily meeting attended by day to day managerslast planner

Disciplines: blacktop , TM, fencing, barrier repairs, concrete, w/proof, design liaison

The site personnel received training in facilitation and rotated the role

Engagement assisted by altering site routines as little as possible


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M6 Lowton Bridges Refurbishmentthe display board

Board reviewed daily, every day the same Board reviewed weekly

The telling feedback was when the Works Manager moved to a new site and

had no cabins for a Communications Cell; he found his job much harder


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Case Study 2/6 - MAC Area 10 Communications Cellsin use

Two tiers, portfolio x 3 and managementFebruary 2011


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Case study 3/6 - M25 DN Consultancy Services

The M25 is the worlds busiest motorway.

In May 2008 the HA let a 5bn contract to widen critical elements of themotorway and then the operate this for a period of 30 years.

The widened lengths are junctions 5-7, 16-23, 2327, 2730; these to be

completed for the London Olympics.

Departments Nominee Consultancy Services (DNCS) are provided by HyderHalcrow Joint Venture (HHJV)

HHJV were tasked with reducing their annual expenditure from 10m to just over8m, a reduction of nearly 20%

Reduction of costs for reviewing design proposals was isolated as priority

Understanding the process generated engagement, as well as reducing waste.


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M25Mapping the process, understanding the value

Value Added Time concluded to comprise 7% of total elapsed time

Essential but non Value Added Time comprises 12% of elapsed time

Analysis highlighted scope and opportunities for potential improvement


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M25What we did to address wastes

Extent of Work In Progress, measured in days, reduced from over 22 days to under15 days. Maximum allowed is 28 days

Works submissions reviews carried to a level of detail to reflect the level of riskattached to the submission ie high risk still processed by technical specialists,lower risk processed by DN / DNCS staff. ( addressing over-processing)

Training day held to explain precise wording and intent of DBFO contract,attended by senior staff and technical specialists ( eliminating defects)

Data input transferred from technical specialists to Document Management Group/IT / data specialists (addressing skill misuse)

Cost reduction achieved due to release of 2No Review Managers, arising from re-

organisation following rationalisation of the Review Process.(over-processing)

Every submission is different but can be treated the same??


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Case study 4/6 - Plant Management in MAC Area 12/14

People

Environment

Materials/Machines

Maintain focus / objectives

Concern

Management of fitters

Opportunity

Possible central team

Involvement

Harness knowledge

from people on the

ground

Quick wins

Early benefits

Build confidence

of the process

Too many

vehicles

Concern

Jarma/High Stone/SAGE

interaction/Duplication

Too manMaintaining 2 systems + applying sticking

plasters rather than sorting one system out

Evaluate Best Practice across areas

4-Area

co-

Different responsibilities within area teams(a smokescreen of Team X dont do that)

Methods

No genuine cost control

Plant & e ui ment under

No control of small

plant

Si n off lant

Plant & e ui ment not bein off-

Disconnected processes (lots of hand

offs, people not seeing the end to end

Plant & equipment costs not being

Allocatin cost

Concern

Utilisation/allocation - who does

itnetwork/ lant/cost ca ture

Equipment


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Plant Management in MAC Area 12/14mapping the waste

Process map: 39 handovers, 5 IT packages, lots of duplication, responsibilities unclear

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Allocated hours

Idle hours

Pareto of data for one plant depot


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Plant Management in MAC Area 12/14The New Process

Main features of new processeach item different, all treated the same

All plant allocated to a named supervisor

Single step system to book plant and fuel for individual orders

Single stop Plant Co-Ordination system

Single Plant Register, based in one IT system

Cost Capture / Plant Administration support at Site / Depot, to capture income dueControl using X and Y, Measuring the Xs inputs

X1 - % timesheets Right First Time, check fuel records etc admin team

X2 - Number of items not allocated to Supervisor admin team

X3 - Number of complaints re late / non delivery / unfit for use supervisors

X4 - Number of plant - related safety incidents safety teamX5 - Number of items not used in month plant team

X6 - No. items used 700/m, in month plant team

X7 - No. items used


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Case study 5/6 - Boston Manor Viaduct Repairs, 2012

of all the gin joints,

in all the towns, in all the worldshe has to walk into mine.

Of all the viaducts,

on all the routes, in all the network

it has to be this one.

Airport Site Olympic Park


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Boston Manor Viaduct Repairthe 7 week Olympic challenge

Background - Government under pressure

Hosepipe bans, record rains and flash floods

G4S and a shortage of security guards

Border Agency and a discussion over policyDelays at the airports

965m long, 17 span, plate girder bridge

Investigation found cracks, April 2012

Cracks seen as high risk, due to weld method

7.5 T weight limit, 33 major repairs needed

Need to open for Olympic traffic, 13 July

Daily updates to the Permanent Secretary

Roles & ResponsibilitiesThe Principal Contractor was Connect Plus, client the Highways AgencyThe Lean support consultants were Navitas Project Solutions + Halcrow


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Boston Manor Viaduct, first stage, Collaborative Mapping

What is requiredscope / sequence + instruction for steelwork

Confirmation of issues

Improve communication & flow

Shared vision on scope

Programme to deliver for Olympic 2012

Clarity on process until 13 July deadline

Clarity on roles and dependencies / who we affect

Identify key deliverables for Design, Construction and the Client


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Boston Manor Viaduct, second stage, Collaborative Programming

Continuous re-programming almost on a daily basis, used magnets, steel cabinColour codes used to show the accountabilities of disciplines / parties

Wall display used it as a visual aid - to aid parties to map what was in their minds

A programmer emailed this out daily to all stakeholders

Agreed to set up daily production meetings (7 days a week) on site / conference call


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Boston Manor Viaduct, third stage, daily Production Meetings, 9am

Daily meetings covered investigation, design, manufacture and construction tasksAll key stakeholders involved dailyup to 15 people. Every day the same

Execute the PlanDoCheckAct cycle, improve, improve; repair cycle 30 - 9 days

Key tasks were shown as status complete or not complete and reasons captured.

Reasons were analysed and mitigation actions put in place on a daily basis.

Tasks were captured for all Stakeholders including the HADN, Netserv, PM etcCapture reliability of planned tasks completion and reasons for non completion

On Tuesday 10thJuly, co-ordination meetings held 9am. 5pm, 7pm, 9pm


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Boston Manor Viaduct, shared information to aid collaboration

Each stage of the repair was numbered and shown using magnetsA corresponding 3D snapshot was also produced and positioned next to the magnetic

programme showing the key steps

Board also used for shift handoverto show progress status of various repairs(concerns / causes / countermeasure) and what was expected during the next shift.

The information on the walls was used as part of site induction for new starts, to aid

understanding of the requirements


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Boston Manor Viaducts - Benefits

Boston Manor Viaduct was open for use by the Olympic traffic on the 16th July

Created a collaborative working environment under intense pressurised conditions

(nobody fell out, everyone kept calm, even when we shut the M4)

Reliability improved throughout doing the same things, 40 times, getting better

From Graham Daltons blog what did we learn? that Lean techniques really work

Message from the Permanent Secretary on behalf of the Prime Minister to the Highways

Agency: I want to pass on my personal thanks to all those who worked so hard to

repair the M4 bridge and get it open again in time for the Olympics. You

showed real determination to get the job done in time, working through

the night to do so. I was delighted to get the news very early this morning

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Would you recommend on other schemes

Definitely will recommend 3

Probably 6

Undecided

Probably not

Will not recommend

Team understood what project success was

Strongly agree 4

Agree 5

Neutral

Disagree

Strongly agree

Key feedback from 9 questionnaires

Magnetic board was very useful, it gave more flexibility than an IT programmeOsborne

Lean programme, having programme on wall for all to seeOsborne

Collaborative planning and programming. Engagement and positive participation of all

partiesHA

Daily programme + collaborative meetings brought all parties together + communicating

well. Ensured each party knew what was expected of them - clear actions - Connect+

Regular planning resource programming on highly visual basis - Connect+

Tracking tasks through 24hrs was a good tool to use - Hyder/HA

Wall chart programme - Connect +

Boston Manor Viaduct - Feedback


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Case study 6/6Collaborative Planning, adapted to suit

M25 Bearing scheme developmentall we did was attack the gaps between activitiesthrough SMART targets in meeting minutes.

Dartford Tunnels safety works5 contracts, no Management Contractor(weekly production meeting, monthly programming)

A1 Lobley HillDunston, scheme development(weekly production meeting, monthly programming, demountable display)

A19 Seaton Burn, MAC Improvement, asked to set up by attendee at A1 start-up(weekly production meeting, monthly programming)

M4 Managed Motorways , scheme development

(weekly production meeting, monthly programming)

M1 1916 Managed Motorways, scheme developmentThis now mandated across all HA Major Projects

The challenge is to apply a proportionate level of Lean


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A mind map for Continuous Improvement

The greatest waste is the waste we do not see Shingo

We know its there Lean can isolate it Managers can act

Labour

Plant

Materials

Waste

Labour

Plant

Materials

Labour

Plant

Materials

CW, based on figure by Dan Ward, Constructing Excellence


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The HA Lean Initiativewhat could have been done differently?

Clients have the best view of suppliers wastes and vice versa more joint working

HA staff see that they should have started applying Lean internally earlier

Easy to over process - project initiation, benefits capture, knowledge transfer

Elements of contract coverage - eg control of variances - not aligned to Lean

Relationship of Lean to procurement decisions, supplier assessment must be clear

Demonstrating savings, auditably, requires current state data which may not exist

Some lack of appreciation of the value of savings to client, made by the supply chain

Basic Lean5S, Coll Planning, Comms Cellshas delivered more than 6 - Sigma


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A supply chain perspective, parting thoughtsrisks and blockers

There are managers who will not welcome an outsider into their project

It all starts well and goes back to sleep once the initial energy has dissipated

Making the changes can be too much, e g for busy managers

It only takes one or two key opinion formers to make things difficult

One persons job is.another persons waste

The first visible result can be the costs for the Lean Practitioner

Once there are savings, there can be a fight for the credit or a share

If there is need for a lean project it must mean that someone is no good?


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Lean in the HAa supply chain perspective, enablers and keys

The financial savings are there and are real, but the engagement is as valuable

Lean journeysorganisations, projectsare better with a map than a prescribed route

Lean projects themselves need to be proportionate; why not 3 hours?

The savings come slower than you thinkbut can easily be 10 - 20 times the cost

Collaborative Planning generates engagement and benefits fastestin under an hour

Standardisation can be achieved as effectively by a baseline as a straightjacket

Every day is differentbut every day is the same

To transfer knowledge - the best library is no substitute for direct infection

My mission isto infect


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Lean in the HAa supply chain perspective

Any questions?

Thank you

[email protected]

Lean Construction 8 Wearne

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