1. An introduction to lean in construction Victoria Shaw Stephen Greenhalgh
Both

2. Objectives for today
To provide an understanding of Lean principles and some of the tools
To give you experience of Lean using practical exercises
To give you an idea how Lean improvement tools and techniques can be used in a design and construction environment and in your own organisations
Craig
Names
What is Lean?

3. Agenda (1) There are several phases to the workshop:
Run 1 of a Process Simulation
Review Run 1 performance and receive basic awareness & training in Lean based process improvement
Apply the training on the simulation. You will design & implement an improved process and demonstrate a step change in performance…..
Craig

4. Agenda (2) ……phases continued
Review the results and discuss how the lessons may apply to your own working activities & processes
Craig

5. Introduction
What do you want from today?
Highways England
Craig

6. Lean Simulation Round 1
Stephen

7. LEGO® Exercise – Scenario (1)
You make products consisting of parts from various suppliers and these are assembled at 5 work stations along the line
Because this line is so important, every part is inspected before being delivered to the customer
Your customer requires at least 30 assembled products (6 batches) in 5 minutes
Stephen

8. LEGO® Exercise – Scenario (2)
Current performance is causing serious upset with your customer and they have complained several times
The process and level of service needs to be fixed quickly
Stephen

9. LEGO® Exercise - Product
Stephen

10. LEGO® Exercise – The Process1 2 3 2 2 2 2 2 2 1 4 4 3 4 3
Stephen 4 5 6 1
INSPECT 1 1 1 2 1 2 1 2 2 1 2 2 1 4 3 4 3

11. Performance Review
Both

12. Lean Overview
Craig

13. What do we mean by Lean?
A focus on Customer Value - specify value from the standpoint of the customer, understand who your customers are and identify what is important to them
A focus on Continuous Improvement – establish an ethos where teams perpetually measure their own performance and constantly strive to improve it
A focus on cutting out unnecessary activities – challenge the right to exist of any activity that doesn’t contribute to Value
Craig

14. The Five Principles of Lean
CUSTOMER VALUE
Understanding and agreeing exactly what your customer wants
Understanding all your processes
Smoothing the flow
Pulling value through the chain
Continuing to improve your processes and attack waste
VALUE STREAM
FLOW
Craig
PULL
STRIVE FOR PERFECTION

15. What do we mean by Value Added?
Any activity that does not add value from the perspective of the customer can be defined as Waste
Is this activity something that the customer would be “willing to pay” for?
Does this activity change the form or function of the product or service?
Any activity that does not add value is waste and only adds cost to the process
How much time do you think typical companies spend on value added activities? What about you?
Craig

16. The 8 Wastes T ransportation I nventory M otion W aiting
O verproduction
O verprocessing
D efects
S kills misuse
Craig

17. Waste Video
How many of the 8 wastes can be observed in this simple process?
Sequence 01_1.avi
What’s happening around the site, is it value adding?
Stephen

18. First Run Study
Stephen

19. 5 S
Numbers Game
Stephen

20. 5S Visual workplace Sort Set Shine Standardise Sustain
This slide is animated
5S: Sort – keep/don’t keep/quarantine
Set – frequency of use/size/weight
Shine – cleaning is form of checking/returning to the desired state
Standardise – document desired state
Sustain – make it habit, 5S Audits.
Garage/Operating Theatre
Spot anomalies and address them
A good 5S is about abnormalities being clear, so standardising the norm and understanding deviation from the desired state.
Stress in an organised working environment, the right tools will be in the right place for staff to do their job. The 5S enables continuous improvement and standardised work.
DWP do not expect to take this to the extreme (such as perfectly tidy desks or removal of all personal items), our environment must be tidy but workable and safe.
5S is a tool and Visual Work Place is a technique.
Challenge in DWP is not just on resource, but also maximizing estate. 5S is a key tool that can support in maximizing estate.

21. One Piece Flow Just In Time Traditional, Large Batch Processing
Section 8 - Just In Time
One Piece Flow
Just In Time
Traditional, Large Batch Processing
Cycle time
10 minutes for
10 part batch
Total Batch Processing Time :
30 minutes for 10 parts
Process 1
Process 2
Process 3
30 min.
per
part
1 minute per part
Total Processing Time : 12 minutes for 10 parts
Only 3 minutes for 1st part
12 min.
per 10
parts
3 min.
Continuous One Piece Flow, Small Batch Processing
One Piece Flow and Managed Buffers are different but they are closely linked and can therefore sometimes be confused.
In some areas of DWP work needs to be batched - but batch numbers need to be as low as possible.
Optional exercise – tennis ball game.
The Lean Partnership 2008 21

22. Lean Simulation Round 2
Stephen

23. Four lean changes Waste? Resource levelling?
Batching or single piece flow?
5 S?
Craig

24. LEGO® Exercise – The Process1 2 3 2 2 2 2 2 2 1 4 4 3 4 3
Stephen 4 5 6 1
INSPECT 1 1 1 2 1 2 1 2 2 1 2 2 1 4 3 4 3

25. Review of what happened
Did we significantly improve our process?
What were the fundamental changes we made?
How did the second run feel compared to the first?
Did the use of the Lean Process Improvement approach and the tools we used help?
Could some of your own work processes be improved using this approach?
Craig

26. Translating this into the Real World
Producing Lego® shapes in a conference room is not directly representative of what you do in your own processes, however…..
All processes have common features:
Customers, Suppliers & other Stakeholders
People undertaking tasks and activities to provide the customer with a product or service
Value Adding Activities & Waste
Lean can & is being applied to all manner of business types with huge success

27. Example of Lean in action

28. Craig

29. Craig

30. Example of Lean in action

31. What next?
Stephen