1. Lean Techniques, an introduction Stephen Greenhalgh & Victoria Shaw Highways England

2. Introduction

3. Objectives for today To provide an understanding of Lean principles
To give you experience of Lean simulating a construction improvement project

4. Agenda What is Lean? TIMWOODS – waste What is a work study?
Work study run 1 – current state
Process evaluation
Work study run 2 – implement improvements

5. What is 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 Customer Value

6. The five principles of Lean
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
CUSTOMER VALUE
VALUE STREAM
FLOW
PULL
STRIVE FOR PERFECTION
Principles now adopted world-wide in a variety of industries and professions

7. So 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

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

9. What is a Lean work study
What is a Lean work study? “Observation of and recording of work in its real environment.”
Observe and record the actual time required for each individual work element.
Record the resources needed to produce each work element.
Collect the actual process times at the work location.
Record all work elements (video, observation (self or by lean specialists)).
Where possible time several cycles of each work element.
Keep yourself safe and observe all necessary safety procedures.
Introduce yourself to the process managers and operatives, explain what you are doing and do not hinder the process.

10. Optimising Surfacing Productivity

11. Background
The focus for this improvement work is the M5 scheme Junction 6-9, a resurfacing scheme covering all lanes across both North and South bound carriageways.

12. Surfacing Operation

13. Work Study Simulation

14. Simulation
You’re all part of surfacing team, you all have you OWN roles and responsibilities
You need to make sure traffic is not disrupted, comply with contract requirements and above all open road before 06:00
Wasted material is your responsibility and costs
You get paid for the whole shift no matter how long the work takes
We expect you to lay 300 Tonnes

15. Simulation Process

16. Simulation Process (a)

17. Simulation Process (b)

18. Simulation Process (c)

19. Simulation Run 1

20. Simulation instructions
2 minutes represents 1 hour
TM starts when road closed at 22:00
Red dots are TM
We have laid post its which you will remove as you carry out the planing operation.
We will provide you with post its to represent material delivery
We have laid post its which you will remove during the sweeping and cleaning operation.
‘R’ on post its to show it has been rolled
‘TC’ on post its to show it has been tested and cured.
‘W’ on post its to show the white lines have been laid.

21. Waste analysis

22. Simulation Process (a)

23. Simulation Process (b)

24. Simulation Process (c)

25. Analysis – Current State
Common practice to order materials only when closure is confirmed and TM is installed
Paver only in operation 33% of the time
TM installed as per contract requirements
Workers paid for 10hrs shift even though actual on site time is only 7-8hrs
Road opens 90 mins before deadline, shortening the available working time due to fear of road closure overrunning
Paver sits idle for 2.25hrs as it’s waiting for materials

26. The Goal
‘To achieve more output with the same resource by removing constraints, reducing waste and improving the flow of work’

27. Analysis - Constraints
Speed at which the paver can travel whilst maintaining specified quality not be significantly increased
Cooling time required for the blacktop prior to the road opening fixed period
No additional manpower/machines available
Distance from the project of the material provider mixing time remains the same
Other quarries further from site operating under-capacity

28. The Need for Change
Deliver large quantities of re-surfacing works across the network (circa 80% of the network over 5 years)
Maintain high degree of network availability (97% of the network free of TM at any point in time).
Do it safely, efficiently, cost effectively, sustainably-using current available resources whilst minimising disruption to the travelling public.
This is a repeatable operation, there is huge opportunity to deliver efficiencies

29. Analysis – Improvement Options
What can be done to extend the working window?
Which of the constraints are open to challenge?
Which wastes can be reduced? (Remember TIMWOODS!!)
Can anything be taken out of the process and done earlier/later?
How much more time can be spent on actual value adding activity?
Can we better utilise the time available?
Have we questioned why we do things the way we do?

30. Simulation - Improved Process

31. Simulation – Improved Process (a)

32. Simulation - Improved Process (b)

33. Simulation – Improved Process (c)

34. Simulation – Improved Process (d)

35. Cleaning and preparation
Outcome – 1024T Laid
Original work - Paver active for 33% of working time
1000 T work – Paver active for 64% of working time
21.03 Access working
area for surfacing
Planing
Material Call Off
Cleaning and preparation
Paving – 05.05
Curing
1 hour +
Rolling – 05.25
White Lining
Remove TM – 07.39
20.00
22.00
00.00
02.00
04.00
06.00
08.00
Paving Time [hrs]
Working Time [hrs]
Shift Time / Working Window [hrs]
Data:
Statistics 45 mm thin surfacing):
Average hourly tonnage laid:
Total meters laid:
Paving time of full working time
- 6 Hr 50 Mins out of 10 Hrs 36 Mins
149 T
2700 m
64%

36. Total Improvement – Knowledge Share
Lessons learned across the business Stansted A1M Repave
40% increase in av. output
5500 shifts saved so far
£103m efficiency savings to date

37. Lean Principles All processes you encounter can be improved upon
First and foremost - always look for waste in these process and take steps to remove
Challenge current ways of working – “can this be done differently?”
Continuous improvement is an ongoing process; pursue perfection

38. Questions?