HA Lean Guides

An Introduction to Lean Visual Management

An Introduction to the Collaborative Planning System

February 2011

Purpose of Guides:

• To provide Practitioners with a guide for how to implement

• To provide those engaging with a Lean intervention a picture of how it fits together

• To give senior management an understanding of what these Lean tools are about

What do we expect?

• Supply chain to use the Guides in order to set up LVM and Collaborative planning on their projects/ work streams.

Why?

We have trialled these techniques and achieved significant improved performance

•Collaborative Planning on M53 Bidston Moss (£1.124m) and M40 jn 15 ;MAC 2 Designers

•LVM – MAC10 project: MAC 2 Routine maintenance ; MAC10 designers; Major projects – several

Where to find :

• Guides and video of A46 Newark site Collaborative Planning and Lean visual Management are on HA PartnerNet site – Lean section www.partnerNet

Lean Visual Management

Lean Visual Management

• Lean Visual Management is about communication and enabling teams to deliver performance improvement over time. It consists of:

• Using Visual Displays

• Having Stand-up Meetings

• Seeking continuous Performance Improvement; by measuring, monitoring and reviewing team performance

PerformanceImprovement

VisualDisplays

Stand-upMeetings

Visual Displays

Amending key dates

Checking the day’s activities

Highlighting off target performance

Providing suggestionsfor improvement

Reviewinglessons learned

Stand-up Meetings

Improvement Suggestion Systems

• Concern, cause and countermeasures (3Cs)

• Four folder approach (4FA)

Performance Improvement

Collaborative Planning System

Collaborative Planning System

• The Collaborative Planning System is about enabling teams to deliver the same amount of work but with less resource. It consists of:

• Production Control - Enabling better productivity through effective resource and information management

• Collaborative Mapping - Enabling better planning through the creation of process-based look ahead programmes

• Seeking continuous Process Improvement through the implementation and adoption of continuous improvement tools

CollaborativeMapping

ProcessImprovement

ProductionControl

StandardProcesses

MakeReady Data

Analysis

WorkPlanning

Production Control

Production Control :

• Work Plans are created in daily production meetings where:• Individuals commit to tasks and to be measured on reliable

completion

• Dependencies between tasks are understood

• Reasons for non completion of previous days tasks are captured for learning and improvement

Plan Do Check Act

At theappropriate

time

Production Control

• Make Ready identifies constraints that must be removed before a particular work activity can begin.

Commitment

What the teamCAN do

Workable Backlog

Output

2: ConstraintsReview

Step

Inputs

Controls

Resources

Production Control

• Data Analysis : Percentage planned complete

No. planned tasks completed

No. planned tasksPPC = x 100

Production Control

Time

PP

C

Periodic PPC

PPC trend

• Data Analysis : Reasons for non-completion

Prerequisites

Site Access

Information

Directive

Labour

Information

Material

Plant

Weather

Unforeseen

4396

2759

2409

1166 1122

830 697 558 472432

Production Control

Collaborative Mapping

• Blitzes

• DMAICT

Process Improvement

Collaborative Planning System & Lean Visual Management

• The Collaborative Planning System is about planning to do work. Lean Visual Management is about putting people to work.

• Production Control and Stand-up Meetings work together to set clear production targets and work assignments which can be done.

LEAN VISUAL MANAGEMENTCOLLABORATIVE PLANNING SYSTEM

ProductionControl

CollaborativeMapping

ProcessImprovement

PerformanceImprovement

VisualDisplays

Stand-upMeetings

CONTINUOUS IMPROVEMENT ACTIVITY

PROVIDE A VEHICLE TO DELIVER QUALITYWORK ASSIGNMENTS

TO THE TEAM

Collaborative Planning System & Lean Visual Management

Work Plan Meeting Stand Up Meeting

Why ■To integrate & plan between ■ suppliers

■ To ensure we are working in ■ the right areas, on the right ■ things for the good of the ■ project

■ To set the right targets and ■ capture learning

■ To measure & improve

■To ensure the workforce is ■ briefed to execute safe ■ production

■ To ensure the workforce is ■ bought into the right targets

■ Capture workforce issues and ■ identify performance ■ improvement opportunities

What ■ Set and capture discrete, ■ SMART tasks

■ Capture reasons and learning

■ Buy-in and agree to SMART ■ tasks

■ Check and sign off that ■ everything is in place to do ■ safe production

When ■ Late PM daily on site ■ 1st thing in the morning before ■ work starts

Who ■ Supervisors/Foremen relevant management

■ Supervisors/Foremen, ■ and workers

How ■ Structured 20-30 minute sit- ■ down meeting

■ 10-15min stand up briefing ■ around visual display board(s)

Lean tools

Production control

Coolaborative mapping

Stand- up meetings

Visual Displays

Lean tools to solve Problems :Lean sigma

DMAICT Blitzes

Value stream mapping etc

Continous Improvement