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Visual Performance Management Benefits
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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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Improved compound efficiency by changing workforce behaviours, reducing manual and double‑handling, and minimising time lost locating plant or materials by applying a standardised 5S approach
Lean Project Benefits Summary
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The project delivered clear waste‑reduction benefits across all core categories. Motion was reduced by storing tools, plant and materials in fixed, labelled locations, eliminating time spent searching. Overprocessing and job costs dropped by preventing unnecessary re‑ordering caused by missing or damaged items. Waiting time reduced as teams began shifts with the required tools ready and accessible. Inventory waste decreased through the removal of unusable items and improved stock control. Quality improved by ensuring only fit‑for‑purpose materials were used, and transportation waste reduced by removing the need to sift through unsorted items. Financially, analysis showed £7,511 in avoidable costs over three weeks and a potential £25,036 over ten weeks, giving a total saving of £17,525 through full 5S implementation.
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
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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The project aimed to improve compound efficiency by changing workforce behaviours, reducing manual and double‑handling, and minimising time lost locating plant or materials. By applying a standardised 5S approach, the goal was to cut unnecessary costs, eliminate excess ordering, and reduce frustration. Success depends on employee buy‑in, consistent upkeep of Sort, Set in Order, Shine, Standardise and Sustain, and regular audits. Benefits include reduced waste, improved morale, a tidy and organised workspace, and clearer communication through a shared Concerns Board.
Measure
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The compound was untidy, unorganised and wasteful, creating bottlenecks that risked quality, cost, delivery and engagement. Plant and materials weren’t stored in a set way; items returning from site were left randomly or placed in a cabin, causing delays when preparing for each shift. Returned items were not checked or discussed, leading to unusable plant or materials for the next team. Task-lighting batteries were poorly stored and not charged, creating further delays. Employee feedback showed growing frustration, reduced morale and wasted time locating or re-ordering items. The compound felt like a free‑for‑all with no ownership before or after shifts. These issues impacted customer experience, extending mobilisation times and TM durations. A cost analysis showed excessive ordering caused by poor organisation.
Analyse
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Analysis showed that compound inefficiencies were caused by an untidy, unstructured layout and the absence of processes for storing, maintaining, and preparing plant and materials after shifts. Employees frequently began shifts unable to access required items, leading to delays. A Concerns Board highlighted recurring issues such as missing or unusable plant, uncharged batteries, and weather‑damaged materials due to incorrect storage. Inability to locate items drove unnecessary re‑ordering, increasing costs and risking programme delays. Data from our systems Fastfield and E‑Vision confirmed repeated material wastage and duplicate orders, providing a basis for cost analysis.
Improve
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A trial 5S implementation was agreed by senior leaders and applied at the M1 J37 Churchfield Lane Flooding scheme. The objective was to introduce a structured, visual system for storing and maintaining plant and materials, reducing waste, duplicate orders, and disorder in the compound. Employees were briefed on the benefits and given a forum to raise concerns. Materials and plant were sorted, with damaged or excess items removed. Clear designated locations were created using signs and stickers to ensure easy identification and correct storage. The process was standardised through shift briefings and inductions, and sustained via regular supervisor and manager audits to prevent regression.
Control
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Control measures were introduced to ensure 5S remained consistent and embedded within the compound. Weekly supervisor audits identified issues with storage or housekeeping, followed by monthly Project Manager audits to verify actions had been completed. Operations Managers conducted a 6‑monthly audit to confirm long‑term adherence. Supervisors were notified of all new orders to prevent over‑ordering and ensure adequate storage space. The Concerns Board supported ongoing employee engagement, with issues logged, RAG‑rated and escalated to the Project Manager when required. Clear visual controls, including labelled stickers and imagery across the compound, ensured correct placement of all materials and plant, preventing mis‑storage and maintaining discipline.
Transfer
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The project showed that an unorganised compound creates avoidable waste, delays and extra cost. Implementing 5S delivered structure, clear storage locations, better housekeeping and improved morale. Insight gained highlighted the importance of visual management, regular audits and strong engagement to sustain behavioural change. With hindsight, early communication and setting clear expectations from the start would speed up adoption. Creating a standard 5S template and training pack would also help future rollouts. Key improvements included introducing labelled storage areas, removing damaged and excess items, strengthening ordering controls, embedding 5S into briefings and inductions, and establishing weekly, monthly and 6‑monthly audits. The Concerns Board also improved transparency and issue resolution
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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