An introduction to lean in construction Victoria Shaw Stephen Greenhalgh Both

Objectives for today To provide an understanding of Lean principles and some of the tools To give you experience of Lean using practical exercises To give you an idea how Lean improvement tools and techniques can be used in a design and construction environment and in your own organisations Craig Names What is Lean?

Agenda (1) There are several phases to the workshop: Run 1 of a Process Simulation Review Run 1 performance and receive basic awareness & training in Lean based process improvement Apply the training on the simulation. You will design & implement an improved process and demonstrate a step change in performance….. Craig

Agenda (2) ……phases continued Review the results and discuss how the lessons may apply to your own working activities & processes Craig

Introduction What do you want from today? Highways England Craig

Lean Simulation Round 1 Stephen

LEGO® Exercise – Scenario (1) You make products consisting of parts from various suppliers and these are assembled at 5 work stations along the line Because this line is so important, every part is inspected before being delivered to the customer Your customer requires at least 30 assembled products (6 batches) in 5 minutes Stephen

LEGO® Exercise – Scenario (2) Current performance is causing serious upset with your customer and they have complained several times The process and level of service needs to be fixed quickly Stephen

LEGO® Exercise - Product Stephen

LEGO® Exercise – The Process 1 2 3 2 2 2 2 2 2 1 4 4 3 4 3 Stephen 4 5 6 1 INSPECT 1 1 1 2 1 2 1 2 2 1 2 2 1 4 3 4 3

Performance Review Both

Lean Overview Craig

What do we mean by Lean? A focus on Customer Value - specify value from the standpoint of the customer, understand who your customers are and identify what is important to them A focus on Continuous Improvement – establish an ethos where teams perpetually measure their own performance and constantly strive to improve it A focus on cutting out unnecessary activities – challenge the right to exist of any activity that doesn’t contribute to Value Craig

The Five Principles of Lean CUSTOMER VALUE Understanding and agreeing exactly what your customer wants Understanding all your processes Smoothing the flow Pulling value through the chain Continuing to improve your processes and attack waste VALUE STREAM FLOW Craig PULL STRIVE FOR PERFECTION

What do we mean by Value Added? Any activity that does not add value from the perspective of the customer can be defined as Waste Is this activity something that the customer would be “willing to pay” for? Does this activity change the form or function of the product or service? Any activity that does not add value is waste and only adds cost to the process How much time do you think typical companies spend on value added activities? What about you? Craig

The 8 Wastes T ransportation I nventory M otion W aiting O verproduction O verprocessing D efects S kills misuse Craig

Waste Video How many of the 8 wastes can be observed in this simple process? Sequence 01_1.avi What’s happening around the site, is it value adding? Stephen

First Run Study Stephen

5 S Numbers Game Stephen

5S Visual workplace Sort Set Shine Standardise Sustain This slide is animated 5S: Sort – keep/don’t keep/quarantine Set – frequency of use/size/weight Shine – cleaning is form of checking/returning to the desired state Standardise – document desired state Sustain – make it habit, 5S Audits. Garage/Operating Theatre Spot anomalies and address them A good 5S is about abnormalities being clear, so standardising the norm and understanding deviation from the desired state. Stress in an organised working environment, the right tools will be in the right place for staff to do their job. The 5S enables continuous improvement and standardised work. DWP do not expect to take this to the extreme (such as perfectly tidy desks or removal of all personal items), our environment must be tidy but workable and safe. 5S is a tool and Visual Work Place is a technique. Challenge in DWP is not just on resource, but also maximizing estate. 5S is a key tool that can support in maximizing estate.

One Piece Flow Just In Time Traditional, Large Batch Processing Section 8 - Just In Time One Piece Flow Just In Time Traditional, Large Batch Processing Cycle time 10 minutes for 10 part batch Total Batch Processing Time : 30 minutes for 10 parts Process 1 Process 2 Process 3 30 min. per part 1 minute per part Total Processing Time : 12 minutes for 10 parts Only 3 minutes for 1st part 12 min. per 10 parts 3 min. Continuous One Piece Flow, Small Batch Processing One Piece Flow and Managed Buffers are different but they are closely linked and can therefore sometimes be confused. In some areas of DWP work needs to be batched - but batch numbers need to be as low as possible. Optional exercise – tennis ball game. The Lean Partnership 2008 21

Lean Simulation Round 2 Stephen

Four lean changes Waste? Resource levelling? Batching or single piece flow? 5 S? Craig

LEGO® Exercise – The Process 1 2 3 2 2 2 2 2 2 1 4 4 3 4 3 Stephen 4 5 6 1 INSPECT 1 1 1 2 1 2 1 2 2 1 2 2 1 4 3 4 3

Review of what happened Did we significantly improve our process? What were the fundamental changes we made? How did the second run feel compared to the first? Did the use of the Lean Process Improvement approach and the tools we used help? Could some of your own work processes be improved using this approach? Craig

Translating this into the Real World Producing Lego® shapes in a conference room is not directly representative of what you do in your own processes, however….. All processes have common features: Customers, Suppliers & other Stakeholders People undertaking tasks and activities to provide the customer with a product or service Value Adding Activities & Waste Lean can & is being applied to all manner of business types with huge success

Example of Lean in action

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Craig

Example of Lean in action

What next? Stephen