Page 1

afe

ty

safe ty

pe

rso

na l

lead er

We are sin pursuit of gle Zer

We ma k

es

Our

Co

Int

ce en

nt

in

en ce

wh

T

We work colla partnership w boratively and in and supply ch ith our customers ain

OP

e

striv

We wo treat o at a rkplace ur colle ll tim wit h ca agues a es re a nd r nd espe ct

W wa e ar ste e o an bse d i ss m ed pr w ov ith ing d effi rivin cie g o nc ut y

nd g a ling kin del hin o nt nM ea io e l at ac rm br nfo em ng I We ildi Bu

nd on aur vati inno ove o raceto impr emb We tinually ce con forman per

d project l expertise an Our technicas are best in class delivery skill

WEL LM

W ev e cr er ea yo te ne an fee en ls vir va on lue m d e

romises

We stra build teg lon ic r g-t ela erm tion ship s

ll ce x E l iona Operat

ich

ple

ll

LLEN

r

nd ei l a th oo ieve p t h len ac ta e to r ou pl ial re peo ent e pot g a m u m

on our p

S

Pe o

e E xc

XC E

and

ct

E LY

s

pe

We deliv er

AL

Re

Creating a better future

ON

Systems

Our Purpose

ctives

align obje We strive to ls ve le l at al

I AT

ovide

To be the first choice for major infrastructure and specialist services

mer focus Custo

Creating a Better Future Our Vision rk wo

tform for economies

e xibl

Tea m

H T E D C U S TO M E R

rity g e

Balfour Beatty Major Civil Engineering

and ion fact tations s i t a er s xpec stom er e e cu custom r u s mea eed We to exc plan

DELIG

e

Safety & Su sta ina

ity bil

s th

ion icat n mu m

ry

ve se he ss c ou ne y t si ilit r bu b u ina f o sta t o Su pec as

ER

nd

usin e em ss defi ne

s mmunitie

ed form le in

s, ee e loy rov mp p r e im ou s to to on en uti ist ib d l ntr an co ge their ue ess in us

tra n us et c to on sh ne are cts kn ou ow r p led eop ge le a

Driving out waste and improving productivity

O

TIV A TE

D

TE


2

Co

t par us a sets rship

rso

na l

ade

pe ty afe es ak We m

EL W

ty le safe Our

ce en ce

T

Int Systems wh

WEL

LM

O

S

We are sin pursuit of gle-minded in our Zero Harm

en

LLEN

in

W wa e ar ste e o an bse d i ss m ed pr w ov ith ing d effi rivin cie g o nc ut y

XC E

ich

l iona Operat

E LY

We work collab partnership wit oratively and in and supply cha h our customers in

omises

OP

We wo treat o at a rkplace ur colle ll tim wit h ca agues a es re a nd rend spec t

on our pr

We stra build teg lon ic r g-t ela erm tion ship s

ell Exc

AL

E xc

nd g a ling kin del hin o nt nM ea io e l at ac rm br fo n em g I n We ildi ve d stri Bu n an vatio ur inno ve o raceto impro emb We tinually ce con forman per

W ev e cr er ea yo te ne an fee en ls vir va on lue m d en t

We deliv er

e ll

project l expertise and Our technica are best in class delivery skills

TIV AT E

D

S

s align objective We strive to at all levels

ON

E M S T H AT S U P P O R T U

d n an ctio ns tisfa tatio er sar expec m custo me sure custo mea eed We to exc plan

I AT

S YS T

ry

e ev es ch ss ou sine t ity u bil ur b ina f o sta t o Su pec as

ER

ple

B

S

r

NA

H T E D C U S TO M E R

s Pe o

TA I

DELIG

Creating a better future

US

mer focus Custo

Our Vision

ct

DS

LE

Tea m

Our Purpose

nd

s ar em syst pose Our r pur fo fit

Safety & Su sta ina

To be the first choice for major infrastructure and specialist services

le a

xib e fle

AN

ity bil

rity eg

pe

nd ei l a th oo ve t p hie lento ac a rt e ou pl ial re eo nt tu p te ur rage po n m e W ncouimu e ax m

TE

AM Characteristics that will deliver the desired outcomes

n atio nic u m m

Re

vide controls pro

SAFE

rk wo

We use the Group’s Pla tform for Growth to benefit fro m econom of scale ies

ED

ities

O en ur In ab tra les ne us t c to on sh ne are cts kn ou ow r p led eop ge le Our an In Man teg d r a a t g way em ed B we ent S usin wor e y s s s tem k defi nes the

Our project confidence

NEC T

e commun ge with th We enga we work in which

IN

FO

E RM

N DA

ON DC

ed form le in eop ur p po s, kee ee e We loy rov mp p r e im ou s to to on en uti ist ib d l ntr an co ge eir ga th en lue ss We d va usine an e b th

L

Balfour Beatty aim to ‘Create a Better Future’ through a number of key objectives that drive our continuous improvement agenda on the journey towards excellence.


3

What we intend to do with Lean?

Our purpose is to Create a Better Future for our people, our customers and the communities within which we work. With this in mind we focus on creating a sustainable business while safely delivering quality products and services, on time and within budget. It is essential that our people feel a sense of achievement through their work and that we collectively improve our business performance and business processes.

A number of key objectives drive our continuous improvement agenda on the journey towards excellence.

we must renew our focus on driving Lean more broadly into all our operations and office based functions.

This journey is graphically explained through the ‘Creating a Better Future’ wheel which encompasses 6 desired outcomes that define what excellence means to us as individuals and as a business. Each outcome has a number of underpinning characteristics which we must follow to achieve our goals.

This brochure is intended to introduce you to Balfour Beatty’s approach to Lean. It is also aimed at providing you with access to a number of Lean case studies which demonstrate where we have made significant improvements in our performance.

One of the segments of the Creating a Better Future wheel is the outcome of being ‘Operationally Excellent’. This incorporates the characteristic of ‘Obsessed with driving out waste and improving efficiency’. This encompasses many things, but specifically our approach to Lean Construction.

If you have any queries about our approach then please contact me or any one of the Business Improvement Team. Their contact details are at the rear of this booklet. Stephen Tarr BBMCE Managing Director

Lean construction has been part of Balfour Beatty for many years but in order to achieve our goals

The Balfour Beatty Way - What we do through LEAN Nurture a Culture of Continuous Improvement (page 5) Provide the customer with what meets their needs and adds Value (page 9) Eliminate waste (page 13) Predictability of delivery (page 15) Engagement of our best asset- our people (page 17) Carry out structured problem solving through the RDMAICT process (page 19)  The result is a step change in productivity and improved work satisfaction


4

Eighty five percent of the reasons for failure to meet customer expectations are related to deficiencies in systems and processes.

“…Balfour Beatty have developed a process to ensure structural integrity is achieved which is done through engineering compliance linking design, construction implementation, production control, QA, cross cutting themes with safety. This has resulted in highly collaborative effort which embraces the latest best practice.” Bill Frankland, Engineering Assurance Manager, Olympic Delivery Authority

The role of management is to change the process rather than badger individuals to do better.” W Edward Deming


5

Creating a Continuous Improvement Culture Our strategy for continuous improvement (CI) is depicted through the ‘Creating a Better Future’ wheel. Focused on achieving our vision and purpose, surrounding desired outcomes, underpinning characteristics that define our approach to excellence. Business Improvement Programmes exist across Balfour Beatty which monitor our improvement activities and track performance. The role of our leaders is to drive the CI culture by identifying and supporting improvement projects. The role of individuals is to proactively seek improvements in their work and help deliver the improvements. Our Vision – To be the first choice for major infrastructure and specialist services.

Desired Outcomes

Our Purpose – Creating a better future.

Underlying Characteristics

Business Improvement Plan

Improvement Steps Step change performance

‘Do it differently’

Improved performance Planned performance

‘Do it better’ ‘Fix it’

Current performance

Improvements can be made in small steps, “incremental” improvement over time or “breakthrough” improvements all at once. Using Lean, once these improvements have been made and verified they need to be controlled so they become the norm and the process/operation does not slip back to its original state. To ‘Fix it’ is a reactive approach and traditionally construction industry is mainly reactive. We should try to move towards a pro-active culture, where we focus on how we can ‘Do it better’ or ‘Do it differently’ even before the process starts.


6

BBMCE is focussed on achieving its vision and purpose through achieving a set of desired outcomes which define our approach to excellence.

Visual displays of project progress, performance and improved targets is maintained in a visual display room at Blackfriars, encouraging application of Lean principles and a culture of Continuous Improvement.


7

LEAN Approach What is LEAN - Our Definition Lean is a business philosophy that seeks to deliver what the customer wants, when they want it, at maximum value with minimum waste. Through the application of Lean, individuals achieve more satisfaction as it helps eliminate the need to constantly fire fight problems. We promote a CI culture in our performance and productivity. We encourage the development and application of innovations, best practices, Lean tools and techniques. In order to grow the capabilities of our workforce we provide bespoke training and support through engagement. As a result the company maintains a market leader position and benefits from a fully engaged and satisfied workforce.

t

ing ain Tr

ti n u

ou

sI

ge Eng a

nt C

re ultu

LEAN APPROACH

R so DM lut A ion ICT

on ati Pra Inno v est B

Your ideas and knowledge shape our industry.

The process you worked in yesterday can be improved today.

mp

me n

&

Co n

me ve ro

You are the bedrock of our business, if you don’t have the right skills, the business does not have the right skills.

s & ct Indu ice stry s

& ty ivi Re t c m u Prod roble P

Problems are there to be solved, you have the capability to solve them.

The Five principles of Lean: 1. U  nderstanding and agreeing exactly what your customer needs 2. U  nderstanding all your processes (e.g. by value stream maps, collaborative planning etc) 3. Smoothing the flow (e.g. remove bottlenecks, over-processing etc) 4. Pulling value through the chain (e.g. alignment of the supply chain process) 5. C ontinuing to attack waste (e.g. eliminate re-work)

Our Purpose Creating a Better Future


8

We focus on understanding what our customers value. We then deliver this in the most effective and efficient manner.

How we deliver Value: • Identify who our customers are • Internal

• External

• A  gree exactly what our customer needs • Understand all our processes


9

Provide the Customer with what they want - Value It is important to fully understand who our customers are. A Customer can be the internal team you are reporting to or workforce at the construction face or our client. We understand the requirements of our customer by realising what they consider to be of value to them. Then we look at our processes collaboratively to understand whether we are delivering best value through the current processes. We focus on understanding customer requirements and value. We then deliver this by maximising value in the most effective and efficient manner. This includes identifying and removing waste from processes and sub processes. With everyone working to generate maximum value in the services and products they provide, we will deliver true business excellence. Scheme Development

A

Design

B

C

Build

D

Handover

E

Process and Sub Process

F

1 5

2 4

3

Understanding our current processes by breaking them down and detailing them, asking questions and recognising interfaces/bottlenecks

Identifying Value In generic terms: • Delivering what the customer wants, when they want it, is creating Value • Value is the inherent worth of an asset or process as judged by the customer • Value is reflected in what the customer is willing to pay for • Value-adding activities transform the product or service • Value-adding activities are right first time • Value is tangible (e.g. products) or intangible (e.g. reputation) The aim of being Operationally Excellent will be achieved by improving processes so that they are efficient, effective, standardised and predictable.


Value Engineering and Lean are both key drivers for Continuous Improvement in our daily works.

Considerable Value Engineering savings of £6.3m were made on the A3 Hindhead Improvement Project, these included: • £4m savings from changing tunnel lining design to cast walls and sprayed crown • £170k by installing automatic switch at key drainage sump to divert contaminated water in an incident • £100k saving by laying treated coal tar planings from existing A3 as sub base for the new road


11

Value Engineering and Lean Construction Lean is about driving out waste and maximising value in our delivery. It involves planning and setting up optimum processes and methods which enable us to do our works most effectively. Lean involves taking measurements of exiting processes and then using this measurement to make informed business decisions for improvement opportunities. Lean works along side Value Engineering. However, unlike Value Engineering which can lead to a change in the end-product or how it looks (i.e. through design or specification change), Lean or productivity improvement is focused on the way we carry out the works. It is about making sure that the processes and methods are waste free, optimised and aids the flow of Value. Value Engineering and Lean are both key drivers for Continuous Improvement in our daily works.

Continuous Improvement Value Engineering

Lean Construction

Value Engineering To design and change a process before it starts.

Start of Process Continuous Improvement Value Engineering

Lean Principles

Recognise

• Yes

Recognise

• Yes

Define

• Yes

Define

• Yes

Measure

Measure

• Yes

Analyse

Analyse

• Yes

Improve

• Yes

Control

• Yes

Transfer

• Yes

Improve

• Yes

Control Transfer

• Yes

Lean Construction To improve a process before it starts and also during the life of the process.

Lean Training In order to grow the CI culture and to improve our in-house capabilities in the application of Lean tools and techniques, we provide Lean training for staff. There is also a requirement for learning by doing and for this the BI team supports staff in carrying out their own Lean interventions and improvement projects. All of this helps grow the culture of Continuous Improvement. Within Balfour Beatty a suite of internal training courses are available for both employees and our supply chain covering the principles of Lean. Lean training is made available to our people through the approved Balfour Beatty training course register which enables training requirements to be picked up through the annual Personal Development By the end of 2013 we Review (PDR). aim to see 25% of our employees trained in In addition, members of the Business Improvement team run functional Lean techniques. workshops where Lean techniques are introduced to our support functions and contracts during team conferences and meetings.


12

Our goal is to continuously improve by removing waste so our processes become effective and waste free.

At Balfour Beatty Ground Engineering, 6 Lean interventions have the potential for circa ÂŁ177k benefits. The lean interventions are on various workstreams e.g. on CFA, Driven pile etc.


13

Elimination of Waste Using the principles of Lean, our goal is to continuously improve by removing waste and so our processes become effective and waste free. As a result we can achieve increased customer satisfaction. We also gain job satisfaction as our work becomes simpler, more efficient and more rewarding. Identifying Waste • Waste is anything that does not add Value to the customer • Lean looks to remove inherent waste from our processes and operations. • Lean aims to increase the proportion of Value added work in an activity • The application of Lean needs flexible, motivated team members proactively and continuously solving problems. 8 Types of Waste (TIM WOODS) • Transport Moving material more than required, double handling, sourcing material outside the local environment, not utilising full loads • Inventory Bringing materials to site too early, storing too much stock, not having enough stock, materials arriving late • Motion  Repetitive motion of a task aligns to repetitive strain type problems, unnecessary local movement to carry out a task • Waiting Can be for material, information, resources, permissions • Over processing Too many steps in a process, too many checks or approvals required • Over production Producing too many items by not working at the same pace as the rest of the process • Defects

Not getting it right first time, applies not only to finished product

• Skills Not using a person’s competency for the right task this could be an under skilled person carrying out a task, or an over trained person not been used to their full capability. Any process has three elements in it, namely: • Value adding activities Value-Adding Waste Non Value - Adding (but necessary)

• Non-Value adding activities (those which do not add Value but are necessary) • Waste Non-Value adding activities are also undesirable, as they add no Value to the final output. By minimizing the non-Value adding activities and waste we can optimise our processes and services.


14

One of the key tools in eliminating waste and increasing customer satisfaction is the use of Collaborative Planning.

Collaborative planning sessions are common in a number of our projects such as the M1 Widening, M25 DBFO etc. It helps improve interfaces, task ownership and predictability of delivery. All in all the projects benefit from good work environment, free from bottlenecks and an opportunity to finish ahead of target programme.


15

Predictability of Delivery Working in a collaborative environment with both our customers and the Supply Chain leads to elimination of the 8 wastes (TIM WOODS). One of the key tools in eliminating waste and increasing customer satisfaction is the use of Collaborative Planning. It also ensures we fully understand interfaces and the programme steps that others need to take (e.g. Designers, Approvers, Supply chain etc.).

Contract Programme Stage Programme

Weekly Work Plan

Daily Task Meeting

Improving planning at all levels by working together Breaking the project programme down into manageable chunks which everybody can commit to is important. Holding collaborative workshops to look ahead at the next 3 months of work, and then repeating this for every 4 to 6 weeks, looking ahead and planning to roll the programme forward, is a great first step. Generating this stage programme from a collaborative workshop, which involves all the key stakeholders (customers and supply chain, external parties), helps commit people to durations and dates which they feel are achievable rather than just sticking to the Contract Programme.

Planned Percentage Complete (PPC) With a robust 3 month look ahead programme agreed, the detail of weekly programmes can then be prepared with more detail than the 3 month programme but still aiming for the same milestone dates. Measuring the effectiveness of these weekly programmes is done using Planned Percentage Complete (PPC). PPC measures the number of completed activities against the total number planned, a simple but effective measure which produces a percentage of works completed during the week. A score above 70% would indicate a successful team, below this mark will indicate problems which could be any of a number of factors including poor planning, poor commitment from the supply chain or external factors such as weather. Each activity not completed requires a reason for this non completion, these are collated and trends acted upon.

Collaborative planning session at the M4/M5 managed motorway project.


16

Make Lean visual daily meeting and 5S work place organisation a part of our culture and behaviour.


17

Employee Engagement Gaining employee engagement in the organisation is key to CI. This is achieved through carrying out a Lean Visual Daily Meeting (LVDM). This meeting is designed to be short in duration(15 to 20 minutes) and held around a visual display board to discuss today’s performance issues, suggestions and progress and set targets for tomorrow’s work. The meeting should be attended by the people involved in the day to day work or those putting people to work. The whole meeting focuses on today and tomorrow taking any problems from today’s tasks onto a concern/cause/countermeasure table and getting the group to come up with the countermeasures that will ensure tomorrow’s performance is better. This gives the workforce the power to solve their own problems in a collaborative environment. LVDM Process, for each operation 1. What did we achieve today? 2. Did it meet our expectations? 3. If not, then it’s a concern. Define the cause then use the whole group to develop a countermeasure 4. W  hat are tomorrow’s targets (can we exceed today’s), check the following?

• Do we know what is required?

• Do we have the people?

• Is the equipment available?

• Are the raw materials due for delivery or already in stock?

• Are any third party approvals in place?

Organising the Workplace - the 5S process Organising the workplace in an orderly fashion where materials, tools and equipment are located in the right place for the task, simplifies the operation significantly. Huge benefit can be realised by eliminating wasted effort in locating the resources needed to complete a task. Good workplace organisation also eliminates hazards which of course leads to improved safety performance. Within Balfour Beatty we use the 5S process of Sort, Straighten, Sweep, Standardise and Sustain to organise the workplace in an orderly fashion. We then maintain the standards by carrying out regular audits and inspections on the workplace.


18

RDMAICT is a structured review and problem resolution process; an approach practical and suitable to the market in which we operate.

On the M25 DBFO Project several lean interventions, innovations & value engineering tasks, inspired by the continuous improvement culture & the application of RDMAICT process produced ÂŁ12M benefit.


19

Recognise Transfer

Control

RDMAICT

Define

LEAN Construction

Improve

Measure

Analyse

Solving problems within Balfour Beatty is at the very heart of our culture. We pride ourselves on the ability to deliver complex major infrastructure and services. To drive a step change in productivity we use a formal approach to improve performance.

Recognise We use the Recognise phase of a project to collate operations/processes which are having an impact on business or have the potential to be improved. These ideas are scoped out and scored on a simple matrix to ensure we divert resources onto improvement projects which will give the greatest benefit to the business at the least cost/effort i.e. the low hanging fruit. With a project selected, support is engaged by appointing a member of senior management to champion the work.

Existing Measurements Critical Path Operation Client

Supply Chain

Impact on Business

Daily Task Meeting Process

Define Once the project is approved a team is formed and the problem/improvement is defined. The team must define who the current stakeholders are and how they will be involved, managed, informed or acknowledged. They should also state what the final criteria are for a successful project.

Supplier

Inputs

Process

Outputs

Customer

Measure Map the current ‘as is’ process and from this, recognise the items we need to measure to determine our performance e.g. the quantities of completed tasks, number of rejects, duration to complete a process etc. Check what is already measured in the business to avoid duplication as most businesses will already measure many items.


20

Balfour Beatty shares best practice widely across the industry.

At the A46 Newark Road Improvement project 7 Lean interventions generated circa ÂŁ800k potential benefit. The Lean interventions were on various workstreams e.g. on Ashpalt, HBM, Lafarge GRN process, drainage etc.


21

Recognise Transfer

Control

RDMAICT

LEAN Construction

Improve

Analyse With the data collected, check back to the original problem definition; is this definition backed up by the data or is the data telling a different story? There are several methods of analysis but trial and error will help decide which is the best method to use.

Workflow Analysis to identify bottlenecks; batch size, cycle time

Waste Area

Define

Assess the impact of waste on the process

Analyse

Improve Brainstorm the improvement ideas once the data has been used to identify the root causes. You may come up with several solutions to the problem, if possible pilot these one at a time and continue to measure to ensure the solutions solve the problem. Often removing a bottleneck in part of a process will just move the bottleneck to another part and the improvement will not be achieved.

Brainstorm Idea

Control To ensure the solution is adopted and becomes the norm, a control plan will help to communicate the new process. This will detail what needs to be measured going forward to ensure the improvement is sustained.

Measure

Brainstorm

Idea Idea

Idea

Brainstorm

Idea

Idea Brainstorm

Idea

Idea

Idea

Idea

Idea Brainstorm

Idea

Transfer If the new process/operation has worked then sharing the findings with the rest of Balfour Beatty and the wider industry is critical to the ongoing success of our approach. The Business Management System (BMS) provides a means to internally share improved process and best practice. In addition to this we use a host of knowledge forums and Root cause analysis to help come up with systems which connects people together to facilitate the opportunities for improvements. Then use a transfer of best practice. control plan to sustain the improvements.

Balfour Beatty also widely shares best practice across the industry, hosting industry wide seminars on Lean such as the A46 Lessons Learnt workshop and European focussed ENCORD Lean event. Additionally, our Lean case studies are available on industry wide knowledge portals such as the Highways Agency Knowledge Share site where Balfour Beatty is a leading contributor. http://www.highways.gov.uk/business/31171.aspx


22

The Business Improvement Team Simon Bolderson Head of Business Improvement & IT Mob. 07501 501216 Email. simon.bolderson@bbcel.co.uk

Ian Cook Business Improvement Manager Major Projects Mob. 07764 793167 Email. Ian.cook@bbcel.co.uk

Andrew Dodsworth Business Improvement Manager Ground Engineering Mob. 07725 705511 Email. andrew.dodsworth@bbge.com

Sarah Moreton Business Improvement Manager Highway Services Mob. 07966 501925 Email. sarah.moreton@balfourbeatty.com

Jenefer Alam Continuous Improvement Engineer Mob. 07843 288966 Email. jenefer.alam@balfourbeatty.com

Further sources of information – The Business Improvement pages on the CSUK Intranet provide access to a wealth of further information about both Lean and the wider aspects of Business Improvement, including best practice and innovation case studies and links to external sources of information and knowledge.


Innovations The Balfour Beatty Group innovation framework enables new levels of value for our clients by: - Supplying integrated solutions through leadership and one team- ‘innovation as one’ - Supporting innovations at every level through the right culture- ‘innovation everywhere’ - Harnessing the creativity of our supply chain & strategic partners- ‘open innovation’ Balfour Beatty Operating Companies (OpCo’s) coordinate and support innovations on the basis of this framework. To capture innovations and to communicate them across the OpCos, the Innovation Champions utilise a number of forums and workshops as part of Knowlege Share and Collaboration (KS&C). These include the following: - Safety by Design and Engineering Forums - OpCo specific Innovation Forums - CSUK Innovations Forums

The intranet provides a searchable database of Case studies on the innovations across Balfour Beatty. These are summaries of the innovations and provides you with the contact details for more information if needed, and can be found in the Business Improvement Functional section. Best Practice The Business Improvement (BI) team actively participates in any forums that shares Best Practice within the Balfour Beatty OpCo’s or the industry, such as the ENCORD workshops, Constructing Excellence seminars etc. Best Practice is also captured from visits to manufacturing companies such as JCB, Toyota, Unipart etc, to incorporate industry leading Lean and productivity practices in our works methods.


www.bbcel.co.uk Š Balfour Beatty Civil Engineering Limited 2012 Balfour Beatty is a registered trade mark of Balfour Beatty plc

Lean Brochure  

Balfour Beatty Lean Brochure

Read more
Read more
Similar to
Popular now
Just for you