Matt Atkinson

Construction Manager

� Overview of the scheme

� Have a plan

� The M62 strategy - “Collaboration in Action”

� What worked and what we could do better

� Project Examples

� Measuring Success

� Where next?

� Close

Our PlanOur PlanOur PlanOur Plan

Applying Lean attitudes …to do the right thing in the right way. …reduce cost and time, improving our commercial performance and viability in a tough economic climate.

….by adopting a Lean approach … we can significantly improve our performance by addressing the underlying causes of variation and waste.

“Collaboration in Action”

The M62 Collaboration in Action Strategy

� Step 1Step 1Step 1Step 1 : Build a Foundation: Build a Foundation: Build a Foundation: Build a Foundation

� Step 2 Step 2 Step 2 Step 2 : Stick to the agreed Plan: Stick to the agreed Plan: Stick to the agreed Plan: Stick to the agreed Plan

� Step 3Step 3Step 3Step 3 : Know your internal customer : Know your internal customer : Know your internal customer : Know your internal customer

� Step 4 Step 4 Step 4 Step 4 : Communicate Well: Communicate Well: Communicate Well: Communicate Well

� Step 5Step 5Step 5Step 5 : Understand value streams : Understand value streams : Understand value streams : Understand value streams

� Objective - to set the scene, agree the plan, roles and responsibilities. To affirm commitment to lean

What What What What worked:worked:worked:worked:

� Orientation of people – 30 minute briefing to all staff and supervisors

� External support - to provide Lean tools and skill – training and support for projects

� Include supply chain – share information, many are interested – some are not

What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:

� External support – mind the language, define your own way

� Running and walking – don’t bite too much too soon, leaders need followers

� Training not used fully – choose who to train and involve wisely

� Objective – Ensure programme stability and eliminate variation be able to measure performance.

What What What What worked:worked:worked:worked:

� Collaborative Planning – high commitment to the process, weekly sessions

� Monitoring and Reporting- consistent in contract and weekly programme process, key dates

� Daily Management – people liked it and used it, visual wherever we can

What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:

� Constraints Management – too much detail, inconsistent in using the process

� Change – design change, change in resources, changes in priorities

� PPC – we measured the wrong things, and did not use the information we gathered

� Objective - Delivering for internal customers ensures we meet external customer expectations.

What What What What worked:worked:worked:worked:

� Aligned Teams to support suppliers – we re-organised internally to support the supply chain and designer

� Shared office Space – open office, room for suppliers, inclusion at all opportunities

� Right Attitude - we have a culture of wanting to help

What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:

� Old Habits - from all sides, too much telling not enough listening – work together

� Work Space Bookings – Didn’t maintain the discipline, change disrupted the site logistics

� Too much push – the idea of pull is a big step, we like to bag progress when we can

� Objective – The most important key to successful collaboration and the primary reason for failure on any project

What What What What worked:worked:worked:worked:

� Created a positive working environment – Visual Management, Open plan, shared space mixed up groups

� Collaborative Meetings – Risk reduction and problem solving, small groups from all parties

� Information Sharing – Knowledge Room, shared drivers, Business collaborator, concernsand risks, daily management

What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:

� Volumes of Paper – Activity planning, permits to dig all took too much resource

� Change – design change, change in resources, changes in priorities

� Clear Roles and Responsibilities - we were too generic in our definitions

� Objective- Clarify value adding steps and remove unnecessary waste

What What What What worked:worked:worked:worked:

� Ran Intervention Projects – included the supply chain, helped us learn by doing

� Constraints Analysis – Project cells managing 3C’s at several levels

� Lean Clinics – kept momentum going, shared skills provided helping hands

What DidnWhat DidnWhat DidnWhat Didn’’’’t:t:t:t:

� Lean Project Time – took too long, we sometimes lost the opportunity to improve

� Workface – limited influence at the workface, limited PDCA

� Stopping the Line - this is new territory and against all our habits

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� Client leadership and Senior Team input

� Specialist support

� Give ‘it’ status – share it

� Engage People

� 2nd tier Supplier - involve them

� Put in real effort

� Learn today and use today

Persistence…persistence…..persistence…….

Over a 5 ½ hour period we added value for only 45

minutes.

� Process capability – stop pushing more in the top

� Stopping the line – if its wrong stop doing it

� Speed – Lean blitz capability – PDCA

� Links to Safety – less work = less risk, 5S’s

� Keep Learning – self, teams, organisations

Matt Atkinson

Construction Manager