NWOP CLAW Jan 2011.pptxClaire Corfe
• Review & Personal Action Plans
– Over 9 years experience in lean in construction
What is Lean?
Definition of Lean
• A philosophy and practice of ongoing identification and elimination of waste, by everyone in the organisation
– In all industries
– Across all volumes
2000
1998 Industry Forum programme
established by the DTi
1956 Toyota Production System
2001-03 CLIP pilot
Common Approach adapted for
Construction 2008 10 year review of ‘Rethinking Construction’ published – little changed
Why Do We Need Lean? But…
Pressures On Construction Organisations
• Market influence and competition
• Programme pressures
• Margin and profitability
Time Current State
What is Waste? So…
Value Added Changes nature / shape of product in line with customer requirement e.g. laying a brick, erecting roof frame, bending metal, drilling hole
Non Value Added Does not add value, but have to do e.g. planning, moving parts, inspection
Waste All other meaningless activity e.g. defects, delays, inefficient working
Defining Value, Non-Value and Waste
40%
20%
40%
Average Results
To raise the ratio of Value Added operations to Non-Value Added and Waste
Aim – Eliminate Waste
NVA VA
Examples of Waste?
• Get together in groups and come up with 5 examples of waste from your project, office or home life
• Take 5 minutes
The 7 Wastes
• CLIP is about improving quality, reducing costs, and achieving shorter programmes
• Get ahead of the competition, win more work, and be more profitable
• Focus on the ‘how’
Benefits: A building contractor improved their framework for partnering and reduced their pre-construction lead times
• The great thing about CLIP was that it got the whole team in a room thinking strategically
• The results were startling. We achieved a 48% reduction in lead time
• We have improved our framework for collaboration between client, main contractor, subcontractors and suppliers
Neil Quaife, Denne Construction
Benefits: A construction and engineering company used CLIP to help achieve design savings of 25% on energy consumption, and to foster excellent communications and partnership working on a school project
• CLIP helped the team: – Develop a new set of Room Data Sheets – Assist in the formation of an effective external
envelope that provided an excellent air barrier – Co-ordinate the fit out of second fix M&E
and the furniture installation
• Results: – Design savings of 25% on energy consumption
through the quality of workmanship on site – Fostered excellent communications and
partnership working – Agreed, and paid, all final accounts with
subcontractors within six months of practical completion
• Tools used – Process Mapping – Collaborative Planning – Standardised Work
Benefits: A national M&E contractor used CLIP to make significant cost savings by improving the efficiency of their Street Lighting Maintenance process
• CLIP helped the team: – Use data to focus on one area for improvement – Identify root causes of repeat visits and long repair times
• Results: – Visits to complete a repair reduced from average 10 to 2 – Lighting columns replaced 40% quicker
• Tools used: – Process mapping – Work & waste – Visual management
Lean Tools & Techniques
Your business
Your people
Manpower
Machines
Materials
PROCESS
Identify Problem/Opportunity
for Improvement
CLIP Diagnostic Tools & Techniques • Strategic Planning and Policy Deployment
– To define an aligned strategy and create whole business drive towards major goals
• Plan to Protect – An analysis to identify and control risk in order to
protect the project plan • Collaborative Planning
– A process to stabilise and improve the plan utilising the expertise of the whole team
• Process Mapping – To define who does what, when, why and how in a
process, and to create an improved state • Work & Waste
– A method for capturing data on performance and identifying waste and value activities
• Data and Measures – An aid to understanding current status,
improvement focus and benefits
CLIP Workshop Tools & Techniques • Problem Solving
– Tools to identify root causes rather than symptoms, to create sustainable improvement
• 5C – A workplace organisation tool to introduce order,
standardisation and good housekeeping sustainably • Visual Management
– A tool to provide a clear, common understanding of goals, measures and performance, provoking the right actions to be taken
• Standardised Work – A method of capturing best practice, knowledge and
improvement sustainably • Process Balance
– Utilising data to smooth resources and time across operations to remove bottlenecks
• Set Up Improvement – A tool to remove waste from task preparation,
changeover and clear up to enable more value adding time
Tools and Techniques in Action
• Project: – Student accommodation block refurbishment
• Aims: – To save costs and improve the level of service to the University – To reduce the amount of overtime worked on the project
• Start: – Involved the whole management team in a one-day ‘prediagnostic’
workshop – Discussed the problems of snagging and delays encountered on the
previous phase of the work
Tools and Techniques in Action
ResultsResultsWorkshopsWorkshopsFocus AreasFocus AreasDiagnosticDiagnostic
3
15
47
29
37
31
7
43
What are the 5Cs?
• Only those items required for the job – In good condition
– Configured locations
• Highlights abnormalities
Is There a Need for 5C Here?
Or Here?
5C Examples
Work & Waste
• Identify breakdown of value adding, non-value adding and waste
• Identify variability between cycles / gangs
• Understand interface impacts
• Get into teams of 5 • 1 person is the Contractor
– Decide who that will be
• 4 others are observers • You will all see the brief for the Contractor, then they will
need to complete their task which the observers must observe from start to end
• Observers: Note ALL Wastes seen
Exercise • Put together the structure as shown in the following photos • You have 3 minutes
FRONT BACK RIGHT END
TOP
Results
• Discuss: – What wastes you saw – How could you remove the wastes?
Process Mapping Understanding a Process
Process Mapping
• To identify who does what, when, why and how
• Gives a common understanding to everyone involved in the process
• Identify areas of risk and opportunities for stabilisation and improvement
Exercise
• Map the process for making a cup of tea • Include decisions and ALL actions
• Highlight the VALUE, NON VALUE and WASTE steps
• What improvements could you make?
Culture & Measures
• More than tools and techniques • Culture and behaviour is as important • “What gets measured, gets done”
– Quality, Cost, Delivery, H&S
• What measures do you have in place at company / sector / project level? – Do they promote silo thinking or value stream thinking? – Are they real time or historic?
• How do these measures focus improvement?
Review & Summary
Summary
• There are many pressures on a company – Lean gives you a choice to react differently
• CLIP can help you and your teams: – Eliminate waste from your processes
– Use measures to focus improvement on where you can make a real difference
– Utilise tools and techniques to improve planning, efficiency and control
– Learn skills for the future
– Improve performance in terms of cost, quality, delivery and H&S
Remember
Questions?
Action Plans Now it’s over to you…
• List the actions you will take to implement lean in your company: – Be specific – Be realistic – Be action oriented – “Doing” words – Set a timescale
Remember…
“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change”
Charles Darwin
“A journey of a thousand miles starts with a single step” Chinese proverb
GOOD LUCK!