You’re offline. This is a read only version of the page.
Skip to main content
Toggle navigation
Home
Search
Sign in
Lean Tracker Database
Case Studies
Best Practices
Collaborative Planning
Collaborative Planning Benefits
Visual Performance Management
Visual Performance Management Benefits
View Project Details
Back to Lean Tracker
Project Summary
Lean Project Name
*
*
Unique ID
*
Lean Project Description
*
*
Lean Project Summary
*
The Kier LEAN Way project (A66 NTP, Jan–Jun 2025) was launched to replace the outsourced LCDP model with an in-house, scalable system that delivers LEAN training and tracks improvement projects without compromising quality. The existing LCDP approach created excessive lead times and cost due to external dependencies, manual administration, and significant waiting for enrolment setup, marking, and certification updates—particularly at Level 3. Using Lean methods (including value stream mapping, root cause analysis, and waste identification), the project redesigned the end-to-end pathway and implemented a standardised, automated solution using Microsoft Forms, SharePoint, Sway, and Power Automate, enabling faster candidate progression, improved data transparency, reduced administrative effort, and greater control over delivery for Levels 1 and 2 while maintaining Level 3 externally as a temporary measure.
Lean Project Benefits Summary
*
The transition from the outsourced LCDP model to the in-house Kier LEAN Way system has delivered substantial time, cost, and quality benefits. Internal delivery of Levels 1 and 2, supported by automation through Microsoft 365 tools, has eliminated the 7–10 day wait times previously caused by external marking and scheduling. Enrolment, assessment, and certification processes are now streamlined, reducing administrative effort and improving candidate experience. Overall lead time has been cut by several weeks, enabling faster skill development and application of LEAN principles on live projects. The new system provides greater process control, real-time progress tracking, and scalability for future growth, while significantly lowering reliance on costly external providers. This positions Kier to continually refine its training offering, build internal capability, and embed LEAN more deeply across the organisation.
Roads Period Efficiency Reported
RP1 2015-2020
RP2 2020-2025
RP3 2025-2030
N/A
Efficiency Value Assured
*
Efficiency Register ID
Project Cover Image
Choose File
---
Lean Construction Development Programme (LCDP) Project
Lean Construction Development Programme (LCDP) Project
No
Lean Construction Development Programme (LCDP) Project
Yes
Supplier
*
Contact Email
*
*
*
Stakeholders involved in project
*
Stakeholders Involved - Other
*
Problem Solving Strategy (DMAICT)
Define
*
Kier requires an internal solution to replace the outsourced LCDP system, enabling the delivery of LEAN training and the tracking of improvement projects without compromising quality. The current LCDP model introduces long wait times, high costs, and limited control over delivery, particularly at Level 3, due to reliance on an external provider.
Measure
*
Under the previous LCDP model, all three training stages were outsourced, with marking and certification carried out externally. This created significant Cycle Time (CT) and Wait Time (WT) at multiple stages, especially for Level 3. Enrolment, stage progression, and record updates were dependent on manual intervention and third-party timelines.
Analyse
*
The analysis focused on identifying the causes of delay, variation and inefficiency within the LCDP pathway. Value Stream Mapping (VSM) was used to review the current-state process end to end, capturing cycle time and wait time across enrolment, assessment, marking and certification stages. Root cause analysis using 5 Whys was applied to key delay points, particularly enrolment setup, outsourced marking and final certification. Waste identification using TIMWOODS showed waiting as the largest form of waste, accounting for approximately 50–70% of total lead time, alongside over-processing caused by repeated manual updates and transport waste from data moving between systems. The analysis also identified limited process standardisation and high levels of manual administration as contributors to errors, rework and reduced candidate engagement.
Improve
*
An in-house Lean training system was designed and implemented to replace the outsourced LCDP delivery. The Kier LEAN Way was built using Microsoft Forms, SharePoint, Sway and Power Automate, creating standardised workflows for enrolment, training delivery, assessment and certification. Assessment marking and feedback were automated using Power Automate, reducing turnaround times from days to seconds. Automated candidate setup and SharePoint integration improved enrolment, progress tracking and certification record management. The end-to-end process flow was re-engineered using Value Stream Mapping to remove non-value-adding steps, particularly within marking and certification stages. This reduced manual handling, simplified handoffs and improved flow across the pathway. External Level 3 delivery was retained temporarily to maintain continuity while internal capability was developed, ensuring training delivery remained uninterrupted during transition.
Control
*
1) Technical Measures Automation Monitoring – Power Automate flows are tracked through built-in run history and alerts, ensuring any failures are identified and resolved immediately. Centralised Data Management – All candidate records are stored in SharePoint with version control, ensuring accuracy and auditability. 2) Process Governance Standard Operating Procedures (SOPs) – Documented workflows for enrolment, training, assessment, and certification to ensure consistency across all trainers and administrators. Performance Metrics Review – Regular tracking of CT, WT, and lead times to ensure performance remains within target thresholds. 3) Continuous Improvement Actions Quarterly Process Audits – Review the process to identify new bottlenecks, errors, or inefficiencies. Candidate satisfaction scores remain high, with faster progression and smoother experience. The system is scalable and adaptable to future training requirements.
Transfer
*
1)Automation Delivers Exponential Gains Even small automation changes (e.g., instant assessment marking) can remove entire wait times from a process and deliver measurable engagement and cost benefits. 2)Waiting is Often the Biggest Waste The LCDP analysis confirmed that long lead times were rarely due to actual work (Cycle Time) but almost entirely caused by waiting for external marking, scheduling, and manual updates. 3)Data Transparency Drives Improvement Real-time reporting from SharePoint allowed us to monitor candidate progress and spot potential issues before they became bottlenecks. Advice for Others Map Your Current State First – Use Value Stream Mapping to understand exactly where time and cost are being lost before designing a new process. Automate Where Possible – Even partial automation of repetitive tasks like enrolment, assessment, and record updates can have an immediate impact.
What Lean Tools & Methodologies were used for your Lean Project?
If Other, please specify
*
Other Project Benefits
Meeting the needs of all users
Meeting the needs of all users - Other
*
Improving safety, health & wellbeing for all
Improving safety, health & wellbeing for all-Other
*
Delivering better environmental outcomes
Delivering better environmental outcomes - Other
*
Sustain a well-maintained and resilient network
Sustain well-maintained & resilient network- Other
*
Providing fast and reliable journeys
Providing fast and reliable journeys - Other
*
Achieve efficient delivery
Achieve efficient delivery - Other
*
Project Detail
National Highways Directorates involved in project
*
Division
Scheme Name
*
Scheme PIN
*
Was a Departure Required?
Was a Departure Required?
No
Was a Departure Required?
Yes
DAS Reference
*
How would you categorise your Lean project?
Uploaded Files
There are no notes to display.
You don't have permissions to view notes.
Error completing request.
Loading...
Loading...
