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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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Process improvement to reduce duration of bored piling from 26 to 17 days
Lean Project Benefits Summary
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9 days saving prelims at £32.5k/ day. 9 fewer days duration of Traffic Management 9 fewer days working near live traffic
Roads Period Efficiency Reported
RP1 2015-2020
RP2 2020-2025
RP3 2025-2030
N/A
Efficiency Value Assured
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Efficiency Register ID
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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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The M1 North Junction 32 - 35a NEAR scheme is a 24 month fast track scheme requiring the design, build and handover of 13 Emergency Area’s (EA's) in 24 months from a standing start. The scheme lies on the M1 to the East of Sheffield. Of these, one EA, ref EA03, entailed installation of 65 No 900 diameter bored piles. Due to earlier delays this lay on the projected Critical Path for achieving Open for Traffic.
Measure
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To address the potential delay Costain Construction Manager, J Smedley and C Wearne, Lean Coach, carried out Direct Works Observations. They divided the elapsed time into 3 elements, Value Add - 120 minutes, Supporting Activity, 210 minutes and Waste, 30 minutes, over an observation time of 360 minutes. They also included Van Elle's Project Manager in discussions and reviewed his data which indicated a daily output of 2 piles per day.
Analyse
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The methodology of Direct Works Observations was used to initiate a discussion. The main observation made by the observers was that, on that day, 2 piles were complete with much of the afternoon in hand. There appeared be every chance that a few adjustments would allow 3 or 4 piles to be completed in a day, which would generate significant programme advantage, as at this stage there were 51 out of 65 piles to be built. An increase to 3 piles per day would improve the remaining piling duration by 9 days, from 26 days to 17 days
Improve
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The following 5 improvement actions were taken: run 5S exercise to improve the site organisation; re-deploy a Van Elle plant operative from traffic control; use extra gang to prepare the bore between shifts to expedite progress to Critical Path; liaise with batcher to ensure SMP has priority for concrete delivery; use split shifts to expedite Critical path activities. The combined effect of these was that the remaining piles were constructed 3 per day.
Control
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The identified improvement actions described above were sustained to ensure the increased output level (3 piles per day) were achieved for the remaining piles
Transfer
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The biggest advantage of the Smart Motorways Alliance model is that there is opportunity for the learning from one phase / project to be transferred readily to the next phase / project. The use of Direct Works Observations in this location served to showcase the benefits. R Jones Van Elle Contract Director fed back that the exercise had been ‘very worthwhile’ for his company. Some of the changes made in this case have been implemented elsewhere in setting up other groundworks for M1 NEAR.
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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