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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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WelfareV an
lump sum cost
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
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