ha lean guides an introduction to lean visual management an introduction to the collaborative...
TRANSCRIPT
HA Lean Guides
An Introduction to Lean Visual Management
An Introduction to the Collaborative Planning System
February 2011
Purpose of Guides:
• To provide Practitioners with a guide for how to implement
• To provide those engaging with a Lean intervention a picture of how it fits together
• To give senior management an understanding of what these Lean tools are about
What do we expect?
• Supply chain to use the Guides in order to set up LVM and Collaborative planning on their projects/ work streams.
Why?
We have trialled these techniques and achieved significant improved performance
•Collaborative Planning on M53 Bidston Moss (£1.124m) and M40 jn 15 ;MAC 2 Designers
•LVM – MAC10 project: MAC 2 Routine maintenance ; MAC10 designers; Major projects – several
Where to find :
• Guides and video of A46 Newark site Collaborative Planning and Lean visual Management are on HA PartnerNet site – Lean section www.partnerNet
Lean Visual Management
• Lean Visual Management is about communication and enabling teams to deliver performance improvement over time. It consists of:
• Using Visual Displays
• Having Stand-up Meetings
• Seeking continuous Performance Improvement; by measuring, monitoring and reviewing team performance
PerformanceImprovement
VisualDisplays
Stand-upMeetings
Visual Displays
Amending key dates
Checking the day’s activities
Highlighting off target performance
Providing suggestionsfor improvement
Reviewinglessons learned
Improvement Suggestion Systems
• Concern, cause and countermeasures (3Cs)
• Four folder approach (4FA)
Performance Improvement
Collaborative Planning System
• The Collaborative Planning System is about enabling teams to deliver the same amount of work but with less resource. It consists of:
• Production Control - Enabling better productivity through effective resource and information management
• Collaborative Mapping - Enabling better planning through the creation of process-based look ahead programmes
• Seeking continuous Process Improvement through the implementation and adoption of continuous improvement tools
CollaborativeMapping
ProcessImprovement
ProductionControl
• Work Plans are created in daily production meetings where:• Individuals commit to tasks and to be measured on reliable
completion
• Dependencies between tasks are understood
• Reasons for non completion of previous days tasks are captured for learning and improvement
Plan Do Check Act
At theappropriate
time
Production Control
• Make Ready identifies constraints that must be removed before a particular work activity can begin.
Commitment
What the teamCAN do
Workable Backlog
Output
2: ConstraintsReview
Step
Inputs
Controls
Resources
Production Control
• Data Analysis : Percentage planned complete
No. planned tasks completed
No. planned tasksPPC = x 100
Production Control
Time
PP
C
Periodic PPC
PPC trend
• Data Analysis : Reasons for non-completion
Prerequisites
Site Access
Information
Directive
Labour
Information
Material
Plant
Weather
Unforeseen
4396
2759
2409
1166 1122
830 697 558 472432
Production Control
Collaborative Planning System & Lean Visual Management
• The Collaborative Planning System is about planning to do work. Lean Visual Management is about putting people to work.
• Production Control and Stand-up Meetings work together to set clear production targets and work assignments which can be done.
LEAN VISUAL MANAGEMENTCOLLABORATIVE PLANNING SYSTEM
ProductionControl
CollaborativeMapping
ProcessImprovement
PerformanceImprovement
VisualDisplays
Stand-upMeetings
CONTINUOUS IMPROVEMENT ACTIVITY
PROVIDE A VEHICLE TO DELIVER QUALITYWORK ASSIGNMENTS
TO THE TEAM
Collaborative Planning System & Lean Visual Management
Work Plan Meeting Stand Up Meeting
Why ■To integrate & plan between ■ suppliers
■ To ensure we are working in ■ the right areas, on the right ■ things for the good of the ■ project
■ To set the right targets and ■ capture learning
■ To measure & improve
■To ensure the workforce is ■ briefed to execute safe ■ production
■ To ensure the workforce is ■ bought into the right targets
■ Capture workforce issues and ■ identify performance ■ improvement opportunities
What ■ Set and capture discrete, ■ SMART tasks
■ Capture reasons and learning
■ Buy-in and agree to SMART ■ tasks
■ Check and sign off that ■ everything is in place to do ■ safe production
When ■ Late PM daily on site ■ 1st thing in the morning before ■ work starts
Who ■ Supervisors/Foremen relevant management
■ Supervisors/Foremen, ■ and workers
How ■ Structured 20-30 minute sit- ■ down meeting
■ 10-15min stand up briefing ■ around visual display board(s)