16 October 2006 1

Reducing Waste – London Underground

Chris Samson

Dan Rahamim

Presentation Agenda What the session will cover:

• Understand the principles of Lean practices

• Be confident leading problem solving exercises

• Become familiar with Value Stream Mapping

• How SUP implemented these principles

• SUP benefits realised

What you will take away (how we):

• Identify and minimise practices that waste money and time

• Measure business improvements

• Motivate employees and encourage cross-organisation participation

• Knowledge sharing methods leading to better performance.

Who we are

The Sub-Surface Railway Upgrade Programme (SUP) is the largest, most complex modernisation of a live, operational railway ever undertaken by London Underground.

Where we were

This is essentially the idea behind the SUP Lean Programme.

Many of our processes are paper based which can be infuriating, take weeks and doesn’t always add to the value of the end product.

Where we’re going

Our aim: Be the best. Our belief: One Team. One Programme. Our vision: Achieving our deliverables with pride, passion and courage.

What we’re doing

• Value Management Principles allowing us to:

Empower staff through team efforts

Provide staff the skill to identify and reduce waste

Create a spirit of continuous improvement (Visibility of

our processes)

Motivate staff to be the best and buy into the ethos

How we’re getting there

Internally delivered in house

Internally delivered external location

Externally delivered in house

Externally delivered external location

Our Implementation Strategy

Development Plan

•Create buy in from start

•Built on success in our Stations team

•Delivered in house and rolled out weekly

•Multi discipline groups

•Used previous supplier

Session Plan

•3 day session (reduced from 9 days)

•Rolled out weekly

•Teach or Facilitate?

•Multi discipline groups

•Post course project

Delivery Plan

•Develop the course & delivery plan

•Duration

•Content was bespoke and aligned to our needs

•500+ staff to go through the intervention

•Internal delivery allowed a flexible roll out

•What happens post the session?

Post Delivery

•Post Course Project

•Problem that impacts on the immediate team

•Idea of cost and time savings

•Tackle something within your control

•6 Week timeline to complete

•Present findings to the Senior Management Team

What is Lean?

“Lean is a way of thinking about reducing waste and driving efficiency throughout an entire organisation from the bottom up”

Lean is about teaching staff to see the waste others cannot see

Improving staffs accountability and world class behaviours in an environment of change sponsored from the top

Simply put...

Reducing the complexity, twists and

turns of our business

5 Lean Principles

1. Identify Value

2. Map the ‘Value

Stream’

3. Create Flow

4. Establish Pull

5. Seek Perfection

Value

Unavoidable with current technology or methods. Any work carried out that does not increase value to the customer.

Non-Value Added but Essential, NVA-BE

Any step which changes the Fit, Form, Function or Readiness of the product/service, in line with customer needs.

Value Added, VA

All other meaningless, non-essential activities that do not add value.

Waste

Available Route Purchase Ticket Board Train Destination Arrival

Value Stream

Information / material / people

product or service valued by the customer

Flow

Definition

Feasibility

Concept Design

Detailed Design

Delivery

• Our processes should flow into each other without the need for rework or correction Definition

Feasibility

Concept Design

Detailed Design

Delivery

Start

Finish

Pull (and Push)

• Do only what the customer requires when the customer requires it

• Decreases stock stored between stages

• Improves communication between departments

• Team can rapidly respond to changes in customer demand

• Make whatever you like and hope the customer buys it

• Needs a lot of stock to predict customer demand

• Team cannot change to ‘off menu’ customer needs

Perfection

Current State

Future State

Next Future State

Original State

There is always more waste

People learn and exercise

more creativity through doing

Involving staff in the process

creates ownership and helps

management ‘get out of the

way’ of improvements

Traditional efforts vs Lean

Process Time

Waste VA

Traditional Focus Work our people Longer Harder-Faster More People or Equipment

Lean Construction Reduce Waste

Problem Solving

Clearly understanding the problem

Gap Expected Outcome/norm/target

Actual Result

Trend

Time

Level

A simple definition of a problem is anything that isn’t as it should be.

Knowing what should be happening is the first step to solving problems

Quantify what’s happening

Use a series of bullet points covering facts to

demonstrate why you have a problem

State how many / how much / how long

Give factual consequences (Is branding /

organisational reputation at stake)?

Include as much evidence as possible

This will provide the justification to resolve the

problem

Applying a plaster – Containment

Questions to ask: • Who will do it? • What will they do? • Where will it be done? • When will they do it? • How will they do it? • How long will it be needed? • Do they need special tools or equipment? • Do they need additional resource to be

able to do it?

Cause and Effect

EFFECT

Cause

Cause Cause

Cause

Root Cause Analysis – 5 Why

• Structured way of thinking about

the root cause of a problem

• The principle is to drill down

layers of symptoms causing the

problem until you reach the real

cause

• Drilling down 5 levels forces you

to think deeply about the problem

Solutions Matrix

# Root cause Potential permanent fixes Quality Cost Safety Overall

1

The Incorrect Adhesive was

used on wall tiles in a deep tube environment

Change all the tiles each time they fall

2 Full intrusive surveys ahead of all future tiling

3 Update materials register for deep tube environment

4 Leave protective hoarding in front of tiles

Measuring the Solution

The effect of each

element of the solutions

should be measured to

understand where the

greatest benefit was

achieved and to fast

track solutions to other

projects

Standardise / Share the learning

The completed A3

document should be

shared with all

project teams so the

lessons learnt can

be shared

Value Stream Process Mapping

Value Stream Process Mapping

What is a process?

• A group of activities that grouped together achieve a specific goal

• The essence of project management, Scopes are turned into inputs, work is processed and outputs are produced

Are they visible and clear to all?

• Often processes are locked inside the heads of our staff • Issues remain hidden and improvement activities focus on what

should be happening rather than what actually is happening

Mapping Methods

Value Stream Mapping

Computer aided process mapping

Simple, easy and quick hand made maps

1. Useful for mapping entire organisations or product streams

2. Useful for mapping high volumes of processes completed several hundred times a day, (i.e. Finance)

3. Easy to demonstrate the power and method through simple post-it mapping

Process Mapping Benefits

• How we achieve our aims everyday becomes visible and bottlenecks/disruption points become obvious

• Start point of all improvement is to honestly review where we are

• Engages all in the process of improvement by being part of the visualisation of the issues

Our Implementation Strategy

SUP Lean Tools

People Engagement

Focused Problem Solving

Standardisation

Successful Organisations

Identify Waste

Process Mapping

Team Development

Identify Waste

Standardisation

Focused Problem Solving

Team Development

Storming Norming

Performing

Form

ing

Ent

husi

asm

Performance level Low

Low

H

igh

High

People Engagement

Process Mapping

SUP Lean Tools

People Engagement

Focused Problem Solving

Standardisation

Successful Organisations

Identify Waste

Process Mapping

Team Development

Are you a Planker...?

SUP Lean Course Outcomes

SUP Waste Categories

Internal Relationships

Waste Findings

Waste Findings

SUP Lean Problem Solving Worksheet

Support:

•Mid point review •Website •Forum

Present findings:

•Bring worksheet •Team event •Share

Problem Solving Success Factors We can now :

• Clarify the problem BEFORE jumping into action

• Establish what has gone wrong and why

• Understand the Root Cause of the issue

• Understand what’s missing / gone wrong with our

process

• Propose a change to the process that will prevent this

happening again

• Share our experience with the rest of the business

SUP Benefits Realised

Additional Benefits

• Cultural change is visible in the behaviours of staff.

• This is evident in the steady increase of the following

workshops & Sessions

Lessons Learned Workshops

Team Problem Solving Sessions

Solutions Validation Workshops

Process Mapping Sessions

SUP Lean - Summary 1. Engage with staff to ensure everyone is aligned to your purpose

2. Use engaging team methodologies with an initial focus on “what’s in it

for me” to motivate and encourage people to talk

3. Have a period of review and be clear what success looks like before you start

4. Use process mapping to provide visibility of how your organisation does things

5. When tackling problems, avoid making assumptions and following pre-conceived ideas – let the facts guide you

6. Share, share and share! Success and real improvements will always be embraced by staff

Questions?

Planks.. How well did you do?

Presentation Close

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