View Project Details

Project Summary

Lean Project Name

Unique ID

Lean Project Description

Lean Project Summary

Introducing  "Tasks Made Ready" to optimize Collaborative Planning outcomes

Lean Project Benefits Summary

Use of Tasks Made Ready checking is helping the team achieve PPC averaging over 80%; work progressing ahead of targets

Roads Period Efficiency Reported

Efficiency Value Assured

Efficiency Register ID

Image

Lean Construction Development Programme (LCDP) Project

NoYes

Supplier

Contact Email

Stakeholders involved in project

Stakeholders Involved - Other

Problem Solving Strategy (DMAICT)

Define

The National Emergency Area Retrofit (NEAR) programme is a fast track scheme to deliver, in 3 phases, 41 new Emergency Areas (EA), on the M1 East of Sheffield.
The need to construct these arose from a commitment made by National Highways to the Parliamentary Select Committee for Transport in order to improve safety provisions for all-lane running motorway lengths such as on the M1 near Sheffield
The fundamental challenge has been the completion of 13 EAs in 18 months from a standing start followed by a further 28 in just 10 months.

Measure

In setting up the construction phase planning cycle, On-Site Assembly Partner (OSAP), Costain, assisted by an embedded Lean Coach, saw the need for a routine of meetings to protect the programme against delay. Delays can arise due to a complex range of risks  & the absence of any one of a range of pre-requisites. These pre-requisites vary but the M1 team used DR PAMPPSS framework (Design, Resources, Access, Materials, Procurement, Plant, Safety, Shared Understanding) to manage them. 
To provide context - it is helpful to consider that each EA has all the multidisciplinary demands of a complex local highway improvement scheme. Each is set on a linear site with limited access. "Tasks Made Ready" (TMR) was introduced to optimize Collaborative Planning outcomes by reducing the risk posed by non – delivery of any of the pre-requisites.

Analyse

In adding TMR it had to be borne in mind that the Collaborative Planning (CP) routine already comprised 6 layers of planning - full process pull-plan, 12 week look-ahead, 3 week magnet board planning; weekly review, daily start of shift, use of Direct Works Observations - so care had to be taken in adding another layer, TMR. The preferred routine evolved as the team applied the tool.
After some trialling the best results were obtained by running a weekly meeting, 1-2 hours, attended by package managers, senior engineers, agents, construction manager, supplier leads. Each lead / package manager was asked to talk in turn through their upcoming 8 days’ work. In front of them was an integrated team of highly informed people who could raise concerns, spot clashes, query pre-requisites and agree action. The principle of the meeting was to use the pool of knowledge. Works for the next 8 days were recorded as either fully ready or not. TMR is a challenging form of review; 50% is a good score.

Improve

The team reviewed the weekly results for both Percent Planned Complete (PPC) and TMR checks.  The introduction of TMR has enabled a significant improvement of 60% to 75% in PPC ( Planned Percentage Complete - 'reliability'). This has enabled a PPC% of over 80% in some cases   - this is virtually unique within the NEAR program. 
The fundamental conclusion is that the introduction of TMR has added significant value - reflected in high PPC results & delivery reliability. This was in turn reflected in faster site progress.

Control

The format described above was developed during the main construction phase of the J32-35a works. From there it was transferred to the CP routines for J30-31 and then J28-30. 

Several factors have been at play to ensure this is adhered to:  maintaining continuity of personnel to export the day-to day learning;  strong leadership from the Main contractor management to ensure that the time and resource was made available; training and coaching of a body of expertise skilled in using collaborative facilitation.

Transfer

One advantage of the Alliance model is that there are opportunities  or best practices &  learnings from one phase or project to be transferred to the next phase & to other projects quickly .
Lean Launches have been set up and run for 2 further NEAR phases, J30-31 and J28-30 and each has adopted the TMR check . One observation from these applications is that, most weeks, most attendees arrive thinking that there is not so much to talk about. An hour plus later they are often addressing - in the safe environs of a site cabin, with time in hand - complex issues that they may otherwise have not been spotted!

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?

NoYes

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.