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� Overview of the scheme
� Have a plan
� The M62 strategy - “Collaboration in Action”
� What worked and what we could do better
� Project Examples
� Measuring Success
� Where next?
� Close
Our PlanOur PlanOur PlanOur Plan
Applying Lean attitudes …to do the right thing in the right way. …reduce cost and time, improving our commercial performance and viability in a tough economic climate.
….by adopting a Lean approach … we can significantly improve our performance by addressing the underlying causes of variation and waste.
“Collaboration in Action”
The M62 Collaboration in Action Strategy
� Step 1Step 1Step 1Step 1 : Build a Foundation: Build a Foundation: Build a Foundation: Build a Foundation
� Step 2 Step 2 Step 2 Step 2 : Stick to the agreed Plan: Stick to the agreed Plan: Stick to the agreed Plan: Stick to the agreed Plan
� Step 3Step 3Step 3Step 3 : Know your internal customer : Know your internal customer : Know your internal customer : Know your internal customer
� Step 4 Step 4 Step 4 Step 4 : Communicate Well: Communicate Well: Communicate Well: Communicate Well
� Step 5Step 5Step 5Step 5 : Understand value streams : Understand value streams : Understand value streams : Understand value streams
� Objective - to set the scene, agree the plan, roles and responsibilities. To affirm commitment to lean
What What What What worked:worked:worked:worked:
� Orientation of people – 30 minute briefing to all staff and supervisors
� External support - to provide Lean tools and skill – training and support for projects
� Include supply chain – share information, many are interested – some are not
What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:
� External support – mind the language, define your own way
� Running and walking – don’t bite too much too soon, leaders need followers
� Training not used fully – choose who to train and involve wisely
� Objective – Ensure programme stability and eliminate variation be able to measure performance.
What What What What worked:worked:worked:worked:
� Collaborative Planning – high commitment to the process, weekly sessions
� Monitoring and Reporting- consistent in contract and weekly programme process, key dates
� Daily Management – people liked it and used it, visual wherever we can
What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:
� Constraints Management – too much detail, inconsistent in using the process
� Change – design change, change in resources, changes in priorities
� PPC – we measured the wrong things, and did not use the information we gathered
� Objective - Delivering for internal customers ensures we meet external customer expectations.
What What What What worked:worked:worked:worked:
� Aligned Teams to support suppliers – we re-organised internally to support the supply chain and designer
� Shared office Space – open office, room for suppliers, inclusion at all opportunities
� Right Attitude - we have a culture of wanting to help
What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:
� Old Habits - from all sides, too much telling not enough listening – work together
� Work Space Bookings – Didn’t maintain the discipline, change disrupted the site logistics
� Too much push – the idea of pull is a big step, we like to bag progress when we can
� Objective – The most important key to successful collaboration and the primary reason for failure on any project
What What What What worked:worked:worked:worked:
� Created a positive working environment – Visual Management, Open plan, shared space mixed up groups
� Collaborative Meetings – Risk reduction and problem solving, small groups from all parties
� Information Sharing – Knowledge Room, shared drivers, Business collaborator, concernsand risks, daily management
What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:
� Volumes of Paper – Activity planning, permits to dig all took too much resource
� Change – design change, change in resources, changes in priorities
� Clear Roles and Responsibilities - we were too generic in our definitions
� Objective- Clarify value adding steps and remove unnecessary waste
What What What What worked:worked:worked:worked:
� Ran Intervention Projects – included the supply chain, helped us learn by doing
� Constraints Analysis – Project cells managing 3C’s at several levels
� Lean Clinics – kept momentum going, shared skills provided helping hands
What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:
� Lean Project Time – took too long, we sometimes lost the opportunity to improve
� Workface – limited influence at the workface, limited PDCA
� Stopping the Line - this is new territory and against all our habits
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� Client leadership and Senior Team input
� Specialist support
� Give ‘it’ status – share it
� Engage People
� 2nd tier Supplier - involve them
� Put in real effort
� Learn today and use today
Persistence…persistence…..persistence…….
� Process capability – stop pushing more in the top
� Stopping the line – if its wrong stop doing it
� Speed – Lean blitz capability – PDCA
� Links to Safety – less work = less risk, 5S’s
� Keep Learning – self, teams, organisations