HA Lean Deployment Handbook

February 2013

Glossary of Terms Added value defined as being what the customer requires and values. This excludes many

tasks that may be thought necessary but should be considered as waste. BRCF Benefits Realisation Capture Form DMAICT a model used for improvement in Six Sigma projects. Stands for:

Define opportunity, Measure performance, Analyse opportunity, Improve performance, Control performance, Transfer best practice.

HA Highway Agency KTP Knowledge Transfer Pack that has a one page summary and detailed report

which can be readily understood and used to drive continuous improvement throughout the industry

Lean (thinking) the basic philosophy and context for business improvement and specific lean tools. The approach is to use the customer as the focus and ensure that resources are used effectively and waste is eliminated.

Lean (tools) a range of business tools to support business improvement, measuring operational performance or implementing and sustaining change.

Lean Deployment Office

the HA team responsible for the implementation of Lean Deployment

Lean processing the phrase we recommend to represent those aspects of lean specifically concerned with effective work flow such as inter-group communications, levelling workloads and team working.

Lean Tracker the online tracker used to record and update the progress of benefit capture, available on the HA Lean Portal

RACI is a structured approach to identifying individuals who are Responsible, Accountable, Consulted or Informed about a project.

Realised Benefit the benefit that has been captured and measured SID Sub-Task Initiation Document Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects Supply Chain the term supply chain is used to stress the importance of considering all the

organisations, department or work areas involved in providing a product or service.

Waste anything that does not add customer value.

Contents Chapter 1 – Introduction 1 Chapter 2 - Organisational Structure 3 Chapter 3 – Lean Division Governance 4 Chapter 4 – Process for Lean Improvement Project 8 Appendix A – Contact Register Appendix B – Meeting and Reporting Schedule Appendix C – Prioritisation Scoring Matrix Appendix D – Sub-Task Initiation Document template (SID)

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Chapter 1 Introduction

1.1 Document Purpose and Audience

The Deployment Handbook sets out how a Lean Improvement Project should be run and explains in

detail each of the four stages of a Lean Improvement Project. The Handbook should be used by all

those involved directly with Highways Agency (HA) Lean Division, including Technical Managers,

Secondees and Practitioners as well as the wider Highways Community.

This document expands on the “what” in terms of scope definition and answers the “how”, “who” and

“when” in terms of processes, governance structures and roles and responsibilities.

The document should be read in conjunction with the HA Lean Deployment Strategy which provides

the overall background and objectives for HA Lean Division and the Benefits Realisation Guide,

which describes the standard manner for articulating and capturing benefits and efficiencies arising

from Lean Improvements.

The HA Lean Deployment Strategy also answers the “what” and “why” of HA Lean in terms of

strategic objectives, high level scope, organisation structures, critical success factors and how it will

support the delivery of the HA Business Plan.

The HA Strategy for developing supplier capability is illustrated below in the ‘House of Lean’ which

is based on objective, assessment, features and people.

House of Lean

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1.2 Lean Deployment Strategy Objectives

The purpose of the HA Lean Division is “to lead, support and enable continuous performance

improvement across HA and the HA supply chain.”

The over-riding objective is “to reduce the cost of delivering HA projects and maintenance while at

the same time improving the quality of the product delivered and improving delivery performance”.

This can be translated into a number of key objectives as outlined below:

• Delivery of increased Value for Money (VFM) to road users

• Time compression to enable major schemes and other key HA processes to be delivered faster

• Realisation of tangible and auditable benefits in terms of Cost and Time, Quality, Sustainability

and Culture

• Delivery of capability across the Highways community

• Delivery of measurable efficiency improvements

• Significant cultural shift towards continuous improvement

• Development of an industry standard for Lean Construction

• Develop a talent pipeline of Lean specialists within the HA

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Chapter 2 Organisational Structure

2.1 Lean Division within the HA

The following organisational chart shows where Lean Division sits in relation to the key HA

directorates it aims to influence. A chart showing the entire organisation is available on the

Highways Agency’s main website.

A detailed organisational chart setting out how Lean Division is structured and governed is provided

on the next page.

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Chapter 3 Lean Division Governance

3.1 Governance Structure

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3.2 Key Roles and Responsibilities

The following table outlines the generic responsibilities held by each of the parties illustrated in the

Governance Structure Diagram above.

Role Key Responsibilities

Head of Lean Division (Derek Drysdale)

The role of the Head of Lean Division has delegated responsibility for ensuring

the Lean programme delivers business benefits and the required change in

culture.

• The Lean Director provides delegated HA strategic direction and executive decision making for the programme, ensuring that the Lean Programme deliverables and timescales are aligned with the Highways Agency Business Plan.

• The Lean Director manages relations with internal and external stakeholders, in particular the Highways Agency senior management team and the DfT.

• Ensures that the HA organisation is able to exploit the new Lean environment, meet the new business needs and deliver new levels of performance, benefits, and service delivery.

• To own and actively sponsor the HA Lean Deployment Strategy, signing off individual elements as they are implemented

• To provide oversight of the Lean Programme via reporting of progress against the Programme Plan

• To provide governance of the Lean Benefits Realisation process

• To support the Lean Programme by proactively communicating relevant

material throughout HA and its Supply Chain

Technical Manager(s) • Full-time process improvement specialists

• Specific area or functional area of the organisation to look after

• Working in tandem with the process owners in order to identify and

capture improvement project opportunities

• Regular tracking and reviewing process

• Regular coaching and mentoring of Lean Practitioners

• Delivery of ongoing training

• Escalate issues to Lean Director for resolution

Deployment Office Manager

• Manage the Lean Programme

• Benefits capture and reporting for completed projects

• Improvement project opportunity tracking and control

• Maintaining quality and consistency through formal project phase gate reviews

• Overseeing and managing the accreditation process for projects and their staff

• Effective communication and sharing of process improvements and best practice ideas across all appropriate teams.

• Develops, maintains and runs the Lean Deployment team finance

management process.

• Provides programme infrastructure and ad-hoc project support

• Provide programme planning and progress reporting function

• Monitors achievement of Programme Plan

• Develop Project Management methods, tools and techniques appropriate

to the Lean culture.

Project Champion(s) • Providing genuine, committed and visible leadership throughout the entire

change process

• Assisting, encouraging, gaining support and removing roadblocks across

the organisation

• Challenging the status quo

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• Identifying key players and gaining their support

• Regularly reviewing the project

• Stopping the project if appropriate

Practitioners and Secondees

• Dedicated process improvement delivery specialists

• Lead project teams and facilitate workshops

• Deliver team member awareness training

• Coaching and mentoring of Project Leaders within own organisation and Supply Chain

• Delivery of Project Benefits

• Lead the Lean Improvement Projects and associated resources

• Agree deliverables, work packages or contracts to deliver effective Lean projects

• Gather evidence to enable realisation of benefits

• Escalate issues to Technical Manager for resolution

• Attend Lean seminars, meetings and workshops

• Sharing best practice, innovation and success stories

Project Team members • Attending and contributing to project meetings

• Supporting the goals of the project by sharing their knowledge and

experience of the process

• Generating and implementing ideas for process improvements

• Completing actions assigned to them

• Continuing to apply Lean principles across their normal day to day duties

HA Lean Efficiency Support Consultant

• Appoint and manage Lean Specialist Supplier Pool

• Ongoing review of project governance and procedures

• Support the identification, capture and audit of benefits realisation

• Review procedures for monitoring and reporting of Lean Improvement

Projects and execute

• Support Lean Division in the implementation of visual management

• Support Lean Division as required in the preparation and administration of

Lean Seminars

• Support the role out of Lean Training

• Deliver increased capability across road sector

• Managing and reporting BRCF’s and return on Investment

Lean Specialist Supplier Pool

• Provides expert guidance and support to HA Lean Division, Secondees

and Practitioners

• Expertise will include Lean Visual Management (LVM), Collaborative

Planning, problem solving techniques as well as the ability to provide

training in all three areas

• Focus on the delivery of realised benefits from each Lean Improvement

Project

Internal Audit (AA) • To provide an audit service, monitor and report on all assurance / audit aspects of the programme

• To report on an agreed basis to the Head of Lean Division and the Audit Committee in line with established AICD Reporting Procedures (as agreed with the Audit Committee and documented in AICD)

A contact register for key people within Lean Division is provided in Appendix A.

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3.3 Meeting and Reporting Schedule

The governance structure requires the following meetings, boards and groups to be held

throughout the year.

Boards/Groups

• Delivery of Investment Programme (DIP)

Meetings

• Weekly Work Planning/LVM Meeting

• Bi-Monthly Lean Team Meeting

• Monthly Core Team Management Meeting

• Secondee Meetings

• Practitioner Conference Calls

• Lean Seminars

• Strategy Workshops

• HALMAT meetings/Workshops

• Site visits (as requested)

Detailed requirements of each meeting are provided in Appendix B

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Chapter 4 Process for Lean Improvement Projects

4.1 Project Framework

Quick overview: Successful Management of a HA Lean Project

Stage Stage Tasks Links

• This stage is about project selection and prioritising which ones

you may choose to take forward.

Prioritisation Matrix

(Request this from Lean Deployment Office) http://www.highways.gov.uk/specialist-information/lean-

improvement/contact-us/

• Determine ease vs. benefit using the HA Prioritisation Matrix.

• This stage is about registering your project with the Lean

Community via the HA Lean Project Tracker.

• Add your project to the HA Lean Tracker.

• You will need to enter details about your project.

• This information will include an initial estimate from Parts A & B of

the Benefits Realisisation Capture Form (BRCF) and data from the

Prioritisation Matrix.

• Consider whether specialist support will be required. If so, contact

HA Lean Deployment Office.

Request HA Lean Project Tracker Password http://www.highways.gov.uk/specialist-information/lean-

improvement/contact-us/

HA Lean Project Tracker Link http://kol.withbc.com/bc/bc.cgi/

BRCF Template http://assets.highways.gov.uk/specialist-information/lean-

forms-and-templates/BRCF_form_final_Nov_11.doc

Email Link to Deployment Office http://www.highways.gov.uk/specialist-information/lean-

improvement/contact-us/

• This stage is about ongoing reporting and updating of project

information.

• Monthly progress update of project details on HA Project Tracker.

• Regular engagement with HA Technical Manager.

• Opportunity to flag project issues

HA Lean Project Tracker http://kol.withbc.com/bc/bc.cgi/

• This stage is about formally closing the project and sharing

information with the Lean community.

• Complete your BRCF (Part C) with ‘wet signatures’ and upload it

to the HA Lean Project Tracker.

Knowledge Transfer Pack Template http://assets.highways.gov.uk/specialist-information/lean-

forms-and-templates/Knowledge_Transfer_Pack_template_-

_Rev_1.doc

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A Lean Improvement Project is anything that attempts to introduce Lean techniques and methods

into existing working practices. Lean Improvements can be initiated by suppliers or the Highways

Agency, either in collaboration with each other or independently. However, in order to ensure all of

the successes from Lean are captured, Lean Division should be used as a common focal point.

For those working directly with the Lean Division the following chapter sets out the framework for

running a Lean Improvement Project. The HA Lean Tracker is at the centre of this framework and is

used for the prioritisation, capture, monitoring and reporting of projects. The HA Lean Tracker is

located online and a link is provided on the www.highways.gov.uk/specialist-information website to a

business collaborator website (under Practitioners Area), hosted by a supply chain partner. Access

enquires should be directed to Jon.Hemming@highways.gsi.gov.uk.

A one page summary of the Lean Improvement Project Process is provided on the following page

detailing the steps which a Practitioner should take during each of the four project stages, namely;

• Identify

• Initiate

• Execute

• Close

Suppliers running their own Lean Improvement Projects independently of Lean Division may not

wish to use this framework for running their projects. However, in order to capture benefits and

share knowledge Benefits Realisation Capture Form (BRCF) and Knowledge Transfer Packs (KTP)

should be prepared and sent to Jon.Hemming@highways.gsi.gov.uk (See Sections 4.3.2 and 4.5.2

for details).

The BRCF and KTP templates can be found at www.highways.gov.uk/specialist-information under

the Guides and Toolkits section.

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4.2 Identify

4.2.1 Lean Improvement Plan (LIP)

At the beginning of each financial year a LIP will be developed. This will involve identifying

opportunities for Lean Improvements within each of the three divisions, namely Managed

Motorways (MM), Major Projects (MP) and Maintenance (NDD). When identifying opportunities the

following factors will be taken into account;

� Benefits

� Supplier co-operation

� Critical mass

� Geographical location

� Deliverability (Quick Wins)

� Benefit realisation – financial/non financial

� Benefits realised by HA/realised by supplier

This exercise will ensure specialist support resources can be targeted towards opportunities identified as being most likely to succeed and with the greatest potential for benefits. The LIP will be co-created by Derek Drysdale and the Technical Manager from each of the divisions. Following the identification of the most beneficial opportunities, consideration will be given to which

Lean techniques would be most appropriate namely;

� Collaborative Planning Systems (e.g. last planner)

� Lean Visual Management (LVM)

� Problem solving techniques (DMAICT)

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Responsible R

Accountable A

Consult C

Inform I

4.2.2 Identification of Lean Improvement Projects

Once suitable areas for the deployment of Lean have been identified a Lean Recognition workshop

will be conducted to identify specific improvements. In order to get the most from a workshop they

should include as many of the scheme Stakeholders as possible. The overall aim of the workshop

will be to compile a list of viable Lean Improvement Projects and prioritise each of them using the

Lean Project Prioritisation Matrix tools, provided in Appendix C. Electronic version of these forms

are also available on www.highways.gov.uk/specialist-information under the Guides and Toolkits

download section.

This assessment takes account of potential benefits (Cost/Time/Repeatability/Sustainability) and

ease of deliverability (Measurability/Duration/Availability/Stakeholder Support).

If it is considered that the workshop would benefit from external expert facilitation a request can be

made by completing a Sub Task Initiation Document (See Section 4.3.3).

Specific improvements identified in the Lean Recognition workshop will be captured in the HA Lean

Tracker (See Section 4.3 below for details) by the Lean Practitioner/Secondee attending the

workshop.

A RACI Chart setting out the process is provided below:

Process for Identification of Lean

Improvement Projects

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4.3 Project Initiation

4.3.1 HA Lean Tracker

Once a project has been identified the Practitioner will be required to establish the project in the HA

Lean Project Tracker. This is done by clicking on the business collaborator website link on the HA

website under Practitioners Area. Access details can be obtained through

Jon.Hemming@highways.gsi.gov.uk. Once entry is granted click on ‘Add New Project’ for the option

to add new project, see illustration below.

The Practitioner will then be prompted to initially populate a number of fields to establish the project

in the HA Lean Tracker:

• Lean Improvement Project: A title briefly summarising what the project is i.e. M25 Junc 30 Earthworks

• Responsible Company: Name of the Practitioners company

• HA Technical Manager

• Project Status: This will either be active/suspended/complete. A completed project is when the benefit realisation is complete and KTP is submitted.

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• Project Benefits Description: Overview of the Lean tool and technique applied to the improvement.

Once the project becomes active the Practitioner will need to provide more detailed information about the Lean Improvement Project.

This additional information required is as followed:

• Team Members: Identify Practitioner, Champion and any other Team Members involved with the project.

• QUAD of Aims:

o Purpose – Why is the project being carried out?

o Stakeholder Benefits – Who will benefit and how?

o Deliverables – What will the project deliverables be?

o Success Criteria – How will success be measured? Financial benefits/reduction in programme

• Project Scope: Provide a detailed description of the proposed Lean Improvement Project.

• Milestone Tracking: If the project is to follow a DMAICT process then dates for each of the stage gates should be provided. Alternatively, key milestones should be used.

• Project Budget and Benefits: Consideration should be given to the cost of resources required and what the approximate targeted financial benefits are. See the section below on Benefits Realisation (Section 4.3.2)

• Key Risks: Consider what the key risks are of projects failure and identify how these risks will be mitigated.

• Key Stakeholders: Identify who the key stakeholders are and provide contact information for each.

The business collaborator online HA Lean Tracker replaces the old Lean tracker located on HA

PartnerNet. The key benefits of the new business collaborator HA Lean Tracker are multi-user

capabilities, new upload function and better user interface.

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4.3.2 Benefits Realisation Capture Form (BRCF)

In the initiation stage of a project it is necessary to plan how the benefits will be captured and what

they will be. This is done using parts A and B of the Benefits Realisation Capture Form (BRCF)

which is found on www.highways.gov.uk/specialist-information - Guides and Toolkits section.

The Benefits Realisation Guide provides detailed guidance on how the form should be completed,

but a brief description is provided below.

Section A – Provides General Details about the project and the key contacts.

Section B – Provides a summary of the Planned Benefits which the Practitioner believes the Lean Improvement Project will bring. This should always be completed within 28 days of initiation of project.

Section C – Provides a means for recording Realised Benefits and will be completed once the Lean Improvement Project is completed. This section needs to be ‘wet signed’ by the Lean Practitioner and the Lean project champion/sponsor before the document is scanned and uploaded to the HA Lean Project Tracker.

Appendix 1 – This appendix should be completed with calculations used to build up the quantum of benefits. This provides the record of how benefits were estimated at the commencement of the intervention.

A template of the BRCF can be found on www.highways.gov.uk/specialist-information under the

Guides and Toolkits section.

BRCF’s can be uploaded to the HA Lean Tracker in the project update function. Alternatively, they

can be sent to Jon.Hemming@highways.gsi.gov.uk where they will be logged in the BRCF Log and

uploaded.

4.3.3 Sub-Task Initiation Document (SID)

A SID will be produced when a Practitioner identifies areas within their Lean Improvement Project,

which may benefit from support from the Specialist Support Supplier Pool.

The SID will require the Practitioner to provide the following information:

• A detailed description of the sub task

• Milestone for sub-task delivery

• Key deliverables and dates

• Approximate resource requirements

• Risk and mitigation measures

• Consideration of Key Stakeholders

The Technical Manager will consider the application according to current Lean priorities and

determine whether the specialist support can be made available. Once an instruction to proceed is

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Responsible R

Accountable A

Consult C

Inform I

given the Specialist Supplier will contact the Practitioner directly and make arrangements for a kick

off meeting.

The Lean Efficiency Support Team will manage a SID Log and monitor progress on a monthly basis.

The SID template is shown in Appendix D and is available for download on

www.highways.gov.uk/specialist-information under the Guides and Toolkits section. Completed

SID’s can be submitted to Jon.Hemming@highways.gsi.gov.uk.

Change Control

If the need for additional support is identified or if the scope of the task changes the original SID can

be revised to reflect these changes and passed to the Technical Manager for approval. A template

of the SID can be found on www.highways.gov.uk/specialist-information under Guides and Toolkits

section.

All completed SIDs should be sent to Jon.Hemming@highways.gsi.gov.uk where they will be logged

in the SID Log and saved on www.highways.gov.uk/specialist-information.

A RACI Chart setting out setting out the Change Control Process is provided below;

Change Control Process

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4.4 Project Execution

4.4.1 Measure

Update to the online HA Lean Tracker

On a monthly basis the Lean Practitioner will review each of their projects in the HA Lean Tracker

and review the following fields as a minimum;

• Project Commentary (Provide a description of how the project has progressed within the month, reasons for any delay and significant achievements.)

• Milestone

• Costs

• Risks

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4.4.2 Reporting

Each month the Lean Efficiency support consultant will produce a progress report to the Lean

Division. This will be generated automatically from the HA Lean Tracker tool using the updates

provided by the Practitioners.

The monthly HA status report (in A3 dashboard format) will provide a summary of the progress

within Lean Division in the previous month for each of the three divisions and include;

• Headline of key achievements/issues/risks

• New Lean Improvement Projects

• Completed Lean Improvement Projects

• Potential/Targeted Benefits Identified

• Actual/Realised Benefits identified

• Return on investment to date

In addition a summary sheet will be generated highlighting all Lean Improvement Projects, which have been flagged as either red or blue during the past month and if known, what the key issues are. A key to the meaning of the project flags is provided below:

Each of these reports will be presented and discussed at the Lean Division Monthly Team Review meeting and displayed on the Lean Division communications cell at Piccadilly Gate, HA Manchester.

Project not updated in HA Lean Tracker for 28 days or more

Project updated in HA Lean Tracker within last 28 days

Project flagged by Practitioner as requiring support from Lean Division

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4.5 Close

4.5.1 Benefits Realisation Capture Form (BRCF)

At this stage Part C of the BRCF should be completed. This section is used to identify realised

benefits resulting from the Lean Improvement Project. This section must be ‘wet signed’ by the Lean

Practitioner and Lean project champion/sponsor before the document is scanned and uploaded to

the HA Lean Project Tracker.

See Section 4.3.2 for further details.

4.5.2 Knowledge Transfer Packs (KTP)

A Knowledge Transfer Pack (KTP) should be produced once a Lean Improvement Project has been

completed to allow findings to be transferred into future Schemes/MACs.

A KTP template can be found on www.highways.gov.uk/specialist-information under the Guides

and Toolkits section.

The KTP should be uploaded to the HA Lean Tracker within 3 months of the project completion.

Alternatively it can be submitted to Jon.Hemming@highways.gsi.gov.uk.

The Lean Division and LES partner will review the KTP and if required return comments to the

Practitioner. The finalised one page A4 summary will be added to the KTP portal of the website with

detailed report located within the deployment office.

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Appendix A

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Appendix A Contact Register – Key People

Individual/Organisation Position Contact Number E-mail Location

HA Lean Deployment Office

Derek Drysdale - HA HA Lean Director derek.drysdale@highways.gsi.gov.uk Manchester

Paul Doney - HA Technical Manager 0161 9305937 paul.doney@highways.gsi.gov.uk Manchester

Neal Symmons - HA Technical Manager 0161 9304498 neal.symmons@highways.gsi.gov.uk Manchester

Andrew Wingrove - HA Technical Manager 0121 6788302 andrew.wingrove@highways.gsi.gov.uk Birmingham

Jon Hemming - HA Deployment Office Manager

0121 6788303 jon.hemming@highways.gsi.gov.uk Birmingham

Chloe Chen - HA Lean Practitioner 0121 6874235 chloe.chen@highways.gsi.gov.uk Birmingham

Lucia Fullalove - HA Lean Practitioner 0161 9304459 lucia.fullalove@highways.gsi.gov.uk Manchester

Katie Jones - HA Lean Practitioner 0161 9305563 katie.jones@highways.gsi.gov.uk Manchester

Contact information for Lean Practitioners and Secondees is provided on www.highways.gov.uk/ourpartners.

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Appendix B

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Appendix B - Meeting and Reporting Schedule

Boards/Groups

• Delivery of Investment Programme (DIP) : DIP is a sub group of the HA board and

requires progress update on Lean Division with particular reference to substantiated savings

and efficiences

Meetings

• Weekly Work Planning/LVM Meeting: Brief planning/review session for Lean Division team

members and Lean Specialist Support team members to plan work for week ahead and

undertake Planned Percentage Complete on the previous week’s tasks.

• Bi-Monthly Lean Team Meeting: Reporting of progress on Lean Improvement projects in

previous month, discussion on risks and issues.

• Monthly Core Team Management Meeting: Discuss current issues and challenges facing

Lean division and agree how these should be managed in the month ahead. Review

progress with Supply Chain Secondees.

• Lean Seminars: Communicate developments and achievements within Lean Division with

the wider Road Construction Community. Encourage adoption of Lean principles

• Strategy Workshops: Review existing strategy and identify aspects of the strategy which

need to be modified in order to achieve maximum benefit from Lean Division.

• HALMAT meetings/workshop

o Communicate progress in Lean maturity of HA and supply chain

o Site visits: as invited by members of the supply chain to view Lean tools/techniques

in action.

A summary showing the required frequency and attendees required for each of the events is

provided on the next page.

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Boards/Groups and Meetings Schedule

Board/Group /

Meeting Name

When Held Supporting

Reports / Papers

Attendees

Delivery Investment Panel

Monthly DIP Paper and associated appendices

Appointed HA Board members including Steve Dauncey

Weekly Work Planning/LVM Meeting

Weekly Weekly work plans/ visual display

HA Lean Division Team and Lean Specialist Support Team

Bi-Monthly Lean Team Meeting

Bi-Monthly Reports from HA Lean Tracker

Derek Drysdale, Technical Managers, Deployment Officer Manager, Lean Specialist Support Team, Secondees

Monthly Core Team Management Meeting

Monthly Reports from HA Lean Tracker

Derek Drysdale, Technical Managers, Deployment Officer Manager, Lean Efficiency Support Consultant

Lean Seminars 6 Monthly

Various presentations on issues and activities taking place across Lean Division

Everyone involved with Lean Division

Strategy Workshops Ad Hoc Existing strategy

Derek Drysdale, Technical Managers, Deployment Officer Manager, Lean Efficiency Support Consultant

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Appendix C

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Example Prioritisation Scoring Table for Lean Improvement Projects

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A46 Earthworks

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Appendix D

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