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Project Summary
Lean Project Name
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Unique ID
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Lean Project Description
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Lean Project Summary
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To address the challenges associated with the MP/Ops interface effectively, a multi-faceted approach is required. Key to this is fostering early collaboration between National Highways colleagues, ensuring Operations involvement from the outset, and adopting a systems thinking mindset. This strategic shift will help streamline processes, particularly by reducing the time between removing traffic management and handover into maintenance, ultimately improving efficiency and long-term outcomes. Therefore, 3 themes worked in tandem to produce a series of project outputs which are: Identifying and communicating the 3 principles of success: Collaboration, Build with Confidence, Focus on Handover into Maintenance Support tools for Improved collaboration: Stage Management Plan; Engagement Roadmap; Workload and Resource Planner Improved ways of working: Asset Leads Skills Matrix; Departures from Standard review and recommendations Improved consistency: HiM Matrix; DORS SharePoint
Lean Project Benefits Summary
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Our pilot project for the focus on Handover into Maintenance rather than Open for Traffic was M2J5. This focus on HiM meant that the date could be brought forward from the planned date in the clause 32 programme, thus delivering efficiency savings relating to the running costs against the overall duration of the project. Monthly running costs were considered for each phase (construction, after HiO 50% site presence, after HiM no site presence, stage 7 running costs)- these were taken as saved against the baseline that OfT to HiM in RP1 took an average of 20 months and M2J5 achieved this on the same day and therefore saved the entire 20months.
Roads Period Efficiency Reported
RP1 2015-2020
RP2 2020-2025
RP3 2025-2030
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Efficiency Value Assured
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Efficiency Register ID
Project Cover Image
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Lean Construction Development Programme (LCDP) Project
Lean Construction Development Programme (LCDP) Project
No
Lean Construction Development Programme (LCDP) Project
Yes
Supplier
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Contact Email
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Stakeholders involved in project
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Stakeholders Involved - Other
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Problem Solving Strategy (DMAICT)
Define
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To improve the quality and flow of work between MP and Ops; To define an end to end process that everyone understands and follows; To understand the resource required to deliver on time to meet commitments. The lack of definition and transparency creates pressure and uncertainty in delivering critical project milestones (including regulated commitments). The impact is increased risk to scheme delivery, increased costs and high levels of stress on individuals. Currently demand exceeds resource capacity.
Measure
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baseline in South East region on TIME taken between Open For Traffic to Legacy split into Open For Traffic to Handover into Maintenance, and Handover into Maintenance to SGAR6. Dataset of 7 Major Projects and 6 Smart Motorway Projects, data source PowerBI but older schemes required manual acquisition QUALITY key products of above schemes sampled for number of times bounced between MP & Ops for review WELLBEING & COLLABORATION - staff survey sent to internal staff every 6 weeks to track. Baseline in NEYH on TIME (as above)
Analyse
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Swim lane process mapping including systems and processes, highlighting issues, concerns and ideas. Collated these into 4 focus groups which worked through a Kipling and fishbone analysis, then prioritised which root causes to tackle. Turned these root causes into actions for improvement and collated all the actions into recommendations. Many issues can be resolved by better and earlier engagement. Analysis also revealed that this needed to be tackled nationally and not only in South East, therefore project scope increased to cover all regions.
Improve
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Recommendations of Analysis phase fell into three themes. Each of these themes were deemed equally necessary to deliver the cross-cutting objectives. Each theme had leads from MP, Ops and Lean who worked together to create solutions. Other stakeholders were included to provide appropriate subject matter expertise. Key deliverables were proposed for each theme and working groups were empowered to decide how best to resolve the identified pain points, whilst working towards the project objectives and their specific deliverables. Improvements delivered are: Identifying and communicating the 3 principles of success: 1) Collaboration, 2) Build with Confidence, 3) Focus on Handover into Maintenance With support tools for: Improved collaboration: Stage Management Plan; Engagement Roadmap; Workload and Resource Planner Improved ways of working: Asset Leads Skills Matrix; Departures from Standard review and recommendations Improved consistency: HiM Matrix; DORS SharePoint
Control
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DORS SharePoint Hub details all the improvements and contains appropriate links to enable individuals to utilise the various tools implemented from this project. A repeatable efficiency has been added to DER to provide encouragement to implement the principles of success. A communication plan is rolling the information out to all schemes and regions.
Transfer
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The key insight is that without assets being looked after as business as usual, a scheme has not been successful. Many of the identified improvements were from a cultural perspective related to collaboration and communication. DORS has several solutions that seek to embed these behaviours to ensure that appropriate interaction with NH Operational colleagues takes place thus enabling a scheme to be delivered and handed over without delay or surprise. Whilst this project has focused on PCF Enhancement Schemes between MP and Ops, the principles and tools are transferable to Significant Renewals as well as Ops to Ops handover schemes. The DORS hub contains full details of the improvements implemented at: https://highways.sharepoint.com/sites/DeliveringOperationallyReadySchemes
What Lean Tools & Methodologies were used for your Lean Project?
If Other, please specify
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Other Project Benefits
Meeting the needs of all users
Meeting the needs of all users - Other
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Improving safety, health & wellbeing for all
Improving safety, health & wellbeing for all-Other
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Delivering better environmental outcomes
Delivering better environmental outcomes - Other
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Sustain a well-maintained and resilient network
Sustain well-maintained & resilient network- Other
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Providing fast and reliable journeys
Providing fast and reliable journeys - Other
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Achieve efficient delivery
Achieve efficient delivery - Other
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Project Detail
National Highways Directorates involved in project
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Division
Scheme Name
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Scheme PIN
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Was a Departure Required?
Was a Departure Required?
No
Was a Departure Required?
Yes
DAS Reference
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