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