1. HA Lean Guides An Introduction to Lean Visual Management An Introduction to the Collaborative Planning System February 2011

3. 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

4. What do we expect? Supply chain to use the Guides in order to set up LVM and Collaborative planning on their projects/ work streams.

5. 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

6. Where to find : Guides and video of A46 Newark site Collaborative Planning and Lean visual Management are on HA PartnerNet site – Lean section www.partnerNetwww.partnerNet

7. Lean Visual Management

8. 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 Performance Improvement Visual Displays Stand-up Meetings

9. Visual Displays Amending key dates Checking the day’s activities Highlighting off target performance Providing suggestions for improvement Reviewing lessons learned

10. Stand-up Meetings

11. Improvement Suggestion Systems Concern, cause and countermeasures (3Cs) Four folder approach (4FA) Performance Improvement

12. Collaborative Planning System

13. 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 Collaborative Mapping Process Improvement Production Control

14. Standard Processes Make Ready Data Analysis Work Planning Production Control Production Control :

15. 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 PlanDoCheckAct At the appropriate time Production Control

16. Make Ready identifies constraints that must be removed before a particular work activity can begin. Commitment What the team CAN do Workable Backlog Output 2: Constraints Review Step Inputs Controls Resources Production Control

17. Data Analysis : Percentage planned complete No. planned tasks completed No. planned tasks PPC =x 100 Production Control Time PPC Periodic PPC PPC trend

18. Data Analysis : Reasons for non-completion Prerequisites Site AccessInformation Directive Labour Information Material Plant Weather Unforeseen 4396 2759 2409 11661122 830697 558472 432 Production Control

19. Collaborative Mapping

20. Blitzes DMAICT Process Improvement

21. 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 Production Control Collaborative Mapping Process Improvement Performance Improvement Visual Displays Stand-up Meetings CONTINUOUS IMPROVEMENT ACTIVITY PROVIDE A VEHICLE TO DELIVER QUALITY WORK ASSIGNMENTS TO THE TEAM

22. 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 ■ 1 st 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)

23. Lean tools