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
*
Kier’s A585 team aims to enhance environmental management practices, focusing on consistent adherence to reporting targets. The team employed Lean methodologies such as VOC and SIPOC diagrams, supported by tools like cause-and-effect and Five Whys analyses, to pinpoint root causes, including poor accountability and unclear guidance distinguishing safety from environmental observations. Improvement ideas were benchmarked against Novade using the Pugh Matrix, suggesting positive outcomes from system integration. The team adopts a control chart methodology to sustain improvements, adjusting confidence levels as data consistency improves. SharePoint was utilised for sharing Lean Six Sigma knowledge, supplemented by weekly meetings for ongoing collaboration. Commitment from both the site and project teams ensures robust environmental management processes, aiming to deliver significant positive impacts and stakeholder satisfaction.
Lean Project Benefits Summary
*
The project’s benefits include refined environmental management practices and adherence to Critical To Quality (CTQ) metrics, enhancing accountability and clarity of guidance. Benchmarking against Novade indicates improved effectiveness of system integration. Monitoring through control limits ensures ongoing success of solutions, with tangible results expected after six months. Collaborative knowledge sharing improves project accuracy, supporting Kier Group’s environmental targets and reducing incident costs. The structured approach leverages Lean methodologies for continual learning, delivering significant positive environmental and operational impacts, and promising long-term improvements with greater stakeholder satisfaction. Cost savings from improved observation practices, resulting in zero incidents, amount to £492, reflecting reduced material costs and greater overall project efficiency.
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
*
The main issue was non-adherence to the target of raising at least four environmental observations per month across all projects, particularly in major projects such as the A585. This shortfall could result in unaddressed environmental issues, which may go unnoticed and unresolved. When reporting to the Highways Environmental Management team, the lack of observations can cause frustration and dissatisfaction among environmental managers and advisers. Effective project management is vital to ensure environmental observation targets are achieved. Clear communication between project teams and environmental managers is crucial to accurately report observations. Providing staff with adequate resources and training to identify and report environmental observations effectively is also necessary. These dependencies require attention to address the issue and to mitigate potential impacts.
Measure
*
It was initially assumed that there were no environmental observations across projects over the past three years. However, an investigation and stakeholder engagement revealed that at least sixty-five environmental observations had been raised between April 2020 and May 2022. These observations had been incorrectly categorised as near misses in the AirsWeb reporting system. The project team re-categorised this information in line with the Construction Environmental Management Plan (CEMP) to ensure consistency. A SIPOC diagram was also created to map the processes for recording environmental observations across three different systems. Key qualitative feedback from stakeholders indicated a lack of perceived value and of feedback after raising observations. The baseline was initially zero observations, but the investigation quantified sixty-five observations. Methods used included data review, re-categorisation, SIPOC diagram mapping, and stakeholder feedback collection.
Analyse
*
To address the issues, a range of Lean tools were deployed. The process commenced with Voice of the Customer (VOC) to understand stakeholder concerns. Cause and effect diagrams were used to map out issues, while SIPOC diagrams identified gaps in process flow. A Five Whys analysis was undertaken to explore root causes, recognising that priorities may differ among stakeholders. A prioritisation matrix was assembled, highlighting frequency, impact, and feasibility, and aligned with the Critical To Quality (CTQ) Tree, which identified twelve root causes with notable impact and straightforward resolution. Key findings included lack of accountability, insufficient inductions for all staff, and unclear guidance distinguishing safety from environmental observations. This enabled targeted improvements in line with UK construction best practice.
Improve
*
Following the analysis stage, the team identified improvement ideas to meet stakeholder needs. Using a Pugh Matrix, all reporting systems were benchmarked against Novade, which met most customer requirements. The team concluded Novade could deliver enhanced outcomes if these ideas are adopted and maintained, suggesting that findings be included at the next system review. Notably, improvement ideas have been revised pending SLT approval, requiring discussion with the SHE team and operations staff on implementation. These actions led to strategic enhancements for reporting, promising greater efficiency and stakeholder satisfaction. Such proactive steps are expected to benefit operations, streamlining processes and environmental management.
Control
*
Following the analysis of the existing dataset, the project team established a control chart for positive and negative environmental observations, utilising the average and upper control limits (UCL). This was achieved by calculating the standard deviation to determine the confidence level. Given the inconsistency in environmental reporting, a 65% confidence level, or one standard deviation, was agreed upon. This new methodology will apply to data from June onwards, ensuring alignment with the data structure. To sustain improvement going forward, key measures include continuous monitoring of environmental observations, adapting the confidence level as data consistency improves, and providing regular updates to the control chart in line with ongoing observations. It is crucial to review and adjust the standard deviation periodically to ensure accurate representation, with emphasis on staff training for environmental reporting and maintaining open communication channels.
Transfer
*
The site team was invited to join the project team, resulting in a SharePoint database to disseminate knowledge about Lean Six Sigma and the tools to be used. This platform encourages project team members to question methods and seek additional information as required. A weekly meeting is scheduled for progress updates and knowledge sharing. The team welcomes valuable competencies, particularly in Excel and mathematics, to enhance the accuracy of outcomes. Furthermore, the project leader has requested recognition of their team leader’s dedication and effort. These initiatives foster collaboration and ensure comprehensive skill utilisation, driving the project’s success by leveraging experienced insights and enabling continual learning among team members. The team’s inclusive approach and resource sharing aim to optimise project execution and to harness the full potential of Lean Six Sigma methodologies.
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...
