A14 Integrated Delivery Benefits and Improvement Team Sally Coultas-Paul, Balfour Beatty

The need for the scheme: congestion Unreliable journey times Economic cost of delays 85,000 vehicles per day 26% HGVs Route at 95% capacity 13,000 vehicles in peak am/pm

The need for the scheme: safety Driver stress Incidents every other day Sub-standard road design Mix of local and strategic traffic Non-motorised road users

Safe & Serviceable Network Scheme objectives Economic Growth Safe & Serviceable Network Free Flowing Network Improved Environment Accessible Network Unlocking growth Connecting people Building a legacy Improving safety Combatting congestion

Delivering the A14: sections

Delivering the A14: collaborative structure Highways England Package Contract 1: Costain / Skanska Package Contract 2: Costain / Skanska Package Contract 3: Balfour Beatty / Carillion Designer Atkins / ch2m JV Integrated Delivery Team

Delivering the A14 Earthworks (off-line) Landmark structures (on-line) 3.4 million m3 of topsoil/subsoil to strip and replace 1.9 million m3 cut to fill plus 4.7million m3 of fill from borrow pits Landmark structures (on-line) Steel construction 80m high piers 180m clear span

Delivering the A14: legacy Minimum targets: Employment and skills 3% apprentices 10% jobs created 7% NVQ starts 1% graduates employed SMEs 25% of spend tier 2 and below

A14 Benefits and Improvement team

Introduction To The Benefits Department Benefits and Improvements Team - Sub-Departments: Benefits Improvements Lean Collaborative Performance Framework (CPF)

The Benefits Department’s Ultimate Aim Measure and monitor progress across the project and where necessary – Implement action plans to improve a process Remove blockers Drive continuous improvement

The Team

Tools – Culture – Change

What is Lean to the A14? Lean is an approach Lean is a way of thinking (Philosophy) Lean is a way of doing more with less Lean aims to come closer and closer to providing customer requirements At the heart of Lean is a flexible, motivated team members continuously solving problems

A14 Approach to Lean Lean - will form the basis of all improvement activities Learning by doing Analyse & Evaluate Challenge everything, no assumptions

A14 Lean Objectives Deploy Lean Construction to the highest standard Deliver process improvements Embed Lean thinking throughout the team Support the collaborative team in achieving their aim Create Sustainable improvements Deliver significant quantifiable Benefits

A14 Current Lean Projects(Phase 2 – 1st Sept)

Collaborative Planning (The Last Planner System)

Collaborative Planning Collaborative Planning (CP) brings together all our business work flows CP allows knowledge and experience to benefit the whole team

What does it look like?

Milestone Plan

Benefits of using the Last Planner System Safer working Environment Reliability of Weekly Work Plans improve Productivity Plans Improve Encourages integration Critical issues are addressed

Lean Visual Management VM creates a pro-active work environment VM applies to all levels in the business VM aligns the management routines for effective communication

Daily Implementation Meet once a day, around a visual board to understand progress in accordance to the plan

Weekly Work Plan & PPC

Planned Percentage Complete (PPC) Using PPC ensures effective planning Aims to complete all the works planned A score of above 70% PPC is generally accepted as the break even point for meeting budgets

Efficiency Process on the A14 Paper copy Survey Monkey QR Code Benefits Register tracker Online Benefits Register Knowledge Share Lessons Learnt Weekly/Monthly Reports

A14 Efficiency Register Efficiency Targets Year 1(April 2015-April 2016): £1,000,000 (Completed) Year 2(April 2016-April 2017): £16,000,000 Year 3(April 2017-April 2018): £32,000,000 Year 4(April 2018-April 2019): £74,000,000 Year 5(April 2019-April 2020): £109,000,000 Efficiency Register is updated on a monthly basis, checked by quality assurance and sent to HE

Questions Sally Coultas-Paul, Balfour Beatty