Delivery Hub - Lean function
A four year Collaboration between delivery
partners and consultants
Philip Goodlad, Carillion plc
Rob Sanger, bmJV (BAM Nuttall Morgan Sindall JV)
Chris Wearne, Hyder Halcrow JV
Andrew Wingrove, Highways England
Delivery Hub Lean Function
•
Forming of the team and Objective
•
Our approach (4 Year journey)
•
What we achieved
•
What would we have done different
•
What worked well
Forming of the team and Objective
Back to 2010…
•
Highways Agency
challenged in the Spending
Review of 2010 to deliver
with a 20% reduction in
budget.
•
The Delivery Partners had
to look for 20% efficiency
savings of
£443m
•
Hub Steering Group
created 12 functions.
•
‘Lean function’ tasked
with 2-4% efficiency
saving
£44m-£88m
Andrew Wingrove
Phil Goodlad
Adam Bennett
Jai Dalal / Rob Sanger
The Team
Chris Wearne
Ian Cook/ Nicole Preston
Duncan Rogers
John McGinty/ Katy Henderson
Our Approach
•
Weekly Face-to-face meeting
•
•
Team endorsed Lean tools and techniques
founded on experience
•
•
Time allocation – each member 1-2 days per week
Collaborative Planning, Process Improvement
(DMAICt), Work studies, 5S Workplace Organisation
Training / Teaching of Lean
•
Lean Awareness / Practitioner / Collaborative
Planning
Our Approach
•
Providing support to other ‘functions’
•
•
Support to project teams
•
•
E.g. Design, Planning, Health and Safety
24 Active schemes
Support Tier-2 and Tier-3 Suppliers
•
•
Basic awareness of lean
Capability assessment
Our Approach
•
•
Develop governance systems and
documentation
“Lean tracker”, BRCFs, KTPs, SLCA
•
Monthly Reporting (Dashboard/Milestones)
•
Initiated from “Lean A3 Report”
•
Feed improvement ideas into the ‘Efficiency
Review Group’
What we achieved
•
44 Improvement Projects captured
•
£47.5m Realised benefits
•
89% of the 35 schemes actively using
Collaborative Planning
•
Improved Capability of framework staff
(Anecdotal – No KPI)
What we would do differently
•
Avoid creating ‘silo-based thinking’
•
Bigger benefits in looking at programme
than individual schemes
•
Over-reporting. At one point we spent 25%
of our time producing reports
What we would do differently
•
There is nothing like seeing things with your
own eyes. ‘Go see’
•
Beware -some Lean Projects can drift.
•
Focus on big ticket items. Time is money.
i.e Collaborative Planning
What worked well for us
•
Success in achieving our target
•
A fully collaborative team
•
“I realised I spoke more with my Hub
colleagues than my own organisation !”
What worked well for us
•
Interesting and rewarding work
•
Got much closer to client- relationships
•
Strong network of like-minded people –
ideas, support, advice, experience
What worked well for Client
•
SUCCESS in achieving our target.
•
Collaborative Planning on ALL Major
Projects.
•
Benefits led to Lean Tools, techniques and
behaviours written into future procurement
i.e. CDF
What worked well for Client
•
Boston Manor Viaduct, 2012 Olympics – when the
need for Collaborative Planning arose, in an
emergency, the resource was on hand and met a
very public challenge, later covered in ICE
Proceedings.
•
Generated a 60% improvement of throughput of
Departures, even though less than half of the
recommended changes were made.
•
Have re-energised and lead the Lean Community
meetings for last 2 years
Alan Cook’s “6 Golden Rules”
•
Articulate and demonstrate the need for Clarity.
•
Senior level sponsorship is vital.
•
Get key ‘opinion formers’ onside.
•
Learn how to do Lean properly.
•
Become self-sufficient in Lean.
•
Use Lean as a ‘staff engagement tool’ not just for
‘eliminating waste’.