1. 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

2. 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

3. Back to 2010… Forming of the team and Objective

4. 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

5. Hub Steering Group created 12 functions. ‘Lean function’ tasked with 2-4% efficiency saving £44m-£88m

6. The Team Andrew Wingrove Phil Goodlad Ian Cook/ Nicole Preston Adam Bennett Jai Dalal / Rob Sanger Chris Wearne Duncan Rogers John McGinty/ Katy Henderson

8. Our Approach Weekly Face-to-face meeting Time allocation – each member 1-2 days per week Team endorsed Lean tools and techniques founded on experience Collaborative Planning, Process Improvement (DMAICt), Work studies, 5S Workplace Organisation Training / Teaching of Lean Lean Awareness / Practitioner / Collaborative Planning

9. Providing support to other ‘functions’ E.g. Design, Planning, Health and Safety Support to project teams 24 Active schemes Support Tier-2 and Tier-3 Suppliers Basic awareness of lean Capability assessment Our Approach

10. 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’ Our Approach

11. 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)

12. 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

13. 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

14. 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 !”

15. 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

16. 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

17. 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 What worked well for Client

18. 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’.