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

2. 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

3. 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

4. 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

5. Delivering the A14: sections

6. 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

7. 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

8. 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

9. A14 Benefits and Improvement team

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

11. 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

12. The Team

13. Tools – Culture – Change

14. 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

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

16. 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

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

19. Collaborative Planning (The Last Planner System)

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

21. What does it look like?

22. Milestone Plan

23. 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

24. 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

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

26. Weekly Work Plan & PPC

27. 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

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

29. 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

30. Questions Sally Coultas-Paul, Balfour Beatty