1. Partnering and Collaborative Working An Introduction Dr Neil Jarrett

2. How PI Works... PI methodologies are adapted from the Toyota Production System: Demand Pulls - Repairs are carried out in response to customer orders. Understand the flow of the work through the whole organisation. complete understanding of work end-to-end. Re-Design delivery processes to meet predictable demand. analyse variability. Processes optimised to deliver customer needs. The best people to design and deliver improvements are the people carrying out the work. managers is to allow people and suppliers freedom to decide how best to do their job. We all become suppliers and customers to each other

3. Improvement Process Specify Value Identify the value stream Make value flow Perfection Value defined by the customer Define the chain of value adding steps Compress the time to create value Continuously apply the tools of performance improvement OBJECTIVETOOLS Value Planning VSM, SPC, Root cause analysis Standardised work, 5s, line of balance The continuous improvement cycle Make only what the customer wants Step 1 Step 2 Step 3 Step 4

4. Steps 1.Specify Value  Identify customer needs  Analyse demand including variability 2.Identify the value stream  Map current state – system and sub-processes  Assess waste in current system – Ishikawa diagram – root cause analysis of all influences on a system  Assess process variability 3.Make value flow  Assess constraints to change - perceptions of staff and customer attitudes  Reduce demand variability  Remove waste – non value adding processes  Develop change plan 4.Implement continuous cycle

5. 5 Tools and Techniques for Performance Improvement Analogies Brainstorming Benchmarking Cause and Effect Analysis Change Cycle Competitor Analysis Concept Fans Critical Path Analysis Decision Mapping Decision Tables Effort Impact External Analysis (PEST) Force Field Analysis Flowcharting Five Whys Just In Time Input Output Analysis Meeting Management Influence and Control 5 S of House Keeping Influence Diagrams Risk Management Run Charts Process Mapping Power Maps Order Winners & Qualifiers Team Working Solution Effect Analysis Skills Matrix Six Thinking Hats Stakeholder Analysis SWOT Analysis Team Selection Time Based Process Mapping Vital Few Analysis - Pareto Waste Minimisation Improvement Cycle Prioritisation Matrix

6. Lean Improvement Problem Solving - Improving Quality Performance P DC A Improvement Action Plan Structured approach to Improvement Fish Bone & 5 Why Properties With Quality Snags 50% No. Properties Snag FreeNo. Properties with Snags

7. Standardised Work Standardised work aims to achieve customer satisfaction every time through effective management of workplace methods. Standardised work defines the best method of safely combining process inputs in order to achieve Quality, Cost and Delivery every time.

8. Work Flow Balance Many clients are unable to balance the work load of operatives. All construction and maintenance will involve a process flow. If this process flow is not balanced then the poor work continuity will generate large amounts of waste in operative utilisation through waiting time etc. The work flow balance tool critically examines a process to determine the best distribution of work content between operators in order to meet customer demand with optimum efficiency.

9. Improving the Delivery Program Phase 1 Improvement Waste reduction, work package balance and improved interaction of trades VSM Activity Involvement of Client, Trade Foremen + Suppliers The Foremen working together as a Team developed a refurbishment work plan within the target time of 24 days.

10. Standardising Work Activity Phase 1 – Even Flow Production Work activity pattern repeats Agreed improved interaction of trades Easier to plan, organise and control Productivity improvements also result

11. Process Level : ‘Loss’ Identification & Reduction DIAGNOSTIC IMPROVEMENT * 5C / 5S Activity * 8W * Inventory Analysis * Central Inventory Buffer * Visual Management Improved Stores Layout Improved Systems for Inventory Management Improved Distribution

12. Maximising Value-Adding MINIMISE DELAYS BETWEEN PROPERTIES FLOW VALUE-ADDING ACTIVITY WITHIN PROPERTIES FLOW VALUE-ADDING ACTIVITY BETWEEN PROPERTIES

13. Try it out on a small scale to test the plan. Did we achieve the expected improvement? If so what was the benefit? If not, why not? Make the countermeasure permanent and cascade it. If trial unsuccessful, identify next countermeasure. What is the customer need? How does demand vary? How capable are we now? What are we aiming to do better? The Plan, Do, Check, Act cycle is a continual process which aims to narrow the gap between current performance and customer expectation The PDCA Cycle