1. Mobilising & Improving the Peterborough Highways Services contract Rob Powell, Skanska & Pete Garnham, Peterborough City Council

2. What we will cover
The Journey we have undertaken as Peterborough Highway Services
Focus on how we have encouraged engagement
Opportunities to share experience in the room

3. Procurement & Mobilisation
Contract based on HMEP & Competitive dialogue
Establishing Skanska Team with Client
Building Trust in the Relationship
Getting Lean on the radar
Identifying potential opportunities
Warming the wider team to change
From Skanska’s perspective it was important to utilise the resource to be deployed on the contract to mobilise.
The opportunity to develop a relationship before day one of the contract allowed us a strong start, and continuity which would be lost with a “mobilisation team”
Starting to use the language of Lean during mobilisation, workshopping process where possible allowed a short mobilisation to be successful (5 weeks)
Pete can chip in about local authorities and unfamiliarity with Lean, essentially Skanska took PCC on journey

4. Day One Inducting TUPE staff Identifying Leaders / Influencers
Reiterate Lean Message – Long Term Thinking
Engage whole workforce on the Journey ahead
Demonstrate commitment to staff from senior leaders in both organisations
Talk here about the roadshow style event which we held at the church

5. What types of training have others employed and with what results?
Training / Building Capability
Targeted training, 3 day residential
Leadership Team / Team Leaders / Influencers
Share an experience, develop a common language, a point of reference – Start the Team Thinking
Talk here about budgets and time,
We felt leadership needed to know what they were asking staff to do, and to lead the improvements from the front.
Pete is here because he took that goal and ran with it
What types of training have others employed and with what results? ?

6. Establish Current Position
Unclear became Clear
Workshops to understand current functions and relationships
High Level Process Mapping identifying horizontal value streams
Engage leadership team in a team activity (with interesting results)
Output formed the basis for the strategic plan
We can talk anecdotally about the leadership “team” never having to work as a team in the past.
Friction, protectionism (look at all the stuff I do), not knowing where things fit together.
Pete can chip in here to describe how that exercise felt to be part of

7. How would others go about selecting and prioritising projects?
Set the direction
Identify Opportunities and Weaknesses in functions
Prioritise considering customer value, scale, resource and priority
Establish Governance for initial projects
Emphasise here that without proper governance projects are doomed to failure – backing at a strategic level is needed, process owners should be involved (from leadership) team members from all areas of the process should be engaged and proper facilitation is required.
All of the above need time to dedicate to the project – if not then the project will stall
How would others go about selecting and prioritising projects? ?

8. Governance Regular updates at joint management team meetings
Each project owned by a member of the management team
Visibility at strategic level with senior stakeholders inc. cabinet member
This all helps staff to see that Lean is important to the success of the contract, and create a sense of urgency

9. Projects Emergency Response Defect ID & Repair Works Scheduling
Inspector roles
Street Lighting Maintenance
Talk here about the way we have used workshops to explore aspects of the service before deciding if improvements are needed.

10. Pete could chip in here to discuss what the results on these slides mean for the contract – i.e. Reduced risk to the public, Financial savings for the contract, etc.

12. Talk here about the breadth of people we have involved - Contract Manager to Trainee technician are all on this page

13. Staff Updates Regular briefings with all PHS staff (Skanska and PCC)
Specific Project Presentations
Programme of current / future projects
Opportunity for staff to ask questions
Open and Honest

14. Visibility Performance measures Project Progress
Process behaviour charts providing ongoing monitoring of project outcomes
Focus for Lean discussions with opportunity for staff input

16. Local Government Challenges
Thinly spread resource focussed on delivery
Responsive to external pressures, politics, public opinion, news stories, fluctuating budgets
Silo approach to budgets, management, thinking
Strong characters
Pete can do most of the talking here from local government perspective

17. What advice would others share with those starting out?
Looking back …
Start with lots of small projects
Take Photos
Facilitation is key
Good stories about people
Write things up in an interesting way – and share
Small projects allow more people to be involved sooner, provide safer processes to try things and learn, give quicker success
Taking photos allows those not involved to see what it looks like – showing people is easier than telling people
Proper facilitation allows teams to learn while being guided through the improvement process – like driving instruction
Find some great anecdotes and tell them to people – we were looking at this one process and…. (works best if they are about the people involved)
What advice would others share with those starting out? ?

18. Questions / Comments / Discussion