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Lean Project Description

Lean Project Summary

This project improved the Non Conformance Report (NCR) reporting process on the A417 by replacing a slow, manual system with an automated Power BI solution. The existing process relied on exporting and cleansing data from multiple systems, and the NCR form lacked fields needed for clear ownership and reliable reporting.

 Using DMAIC, baseline time and satisfaction data was gathered through VOC surveys, focus groups and time analysis. 

Process mapping and Value Stream Mapping confirmed repeated handoffs, manual rework and waste within the reporting flow. 5 Whys analysis identified poor form design, fragmented data structure and unclear ownership as root causes, while a CTQ Tree translated stakeholder needs into reporting requirements. The NCR form was redesigned, historic data standardised and a central dashboard developed with the Business Intelligence team. The new process provides real‑time visibility, removes manual handling and supports consistent, reliable NCR management.

Lean Project Benefits Summary

Automating the NCR process reduced reporting time from 5 hours to 0.83 hours per week, saving 191.8 hours per person per year and delivering an 83% efficiency improvement. 
This generated an annual cost saving of over £6,000 per person, with a payback period of under two weeks. Redesigning the NCR form improved accountability by consistently capturing ownership, timelines, supplier details and liability, strengthening compliance and improving reliability of close‑out. Centralising NCR data in Power BI improved visibility of performance and trends, enabling quicker and more informed decision‑making. Stakeholder satisfaction and engagement increased after implementation, while the simplified workflow reduced errors and freed capacity for higher‑value work.

Roads Period Efficiency Reported

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Lean Construction Development Programme (LCDP) Project

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Stakeholders Involved - Other

Problem Solving Strategy (DMAICT)

Define

The Non Conformance Report(NCR) reporting process was slow, manual and inconsistent, relying on data exports from Transportal that required extensive cleansing and rework. This created delays, increased the risk of error and limited timely access to reliable management information. The NCR form lacked key fields such as ownership, timelines, due dates and supplier details, resulting in unclear accountability and reliance on the Quality team to manage close‑out. Data was held across multiple systems with no consistent structure, making trend analysis difficult and reducing visibility for Operations. This limited operational engagement, increased the likelihood of overdue NCRs and reduced confidence in reporting, creating a potential risk to ISO 9001 compliance. The project depended on redesigning the NCR form, improving the data structure and integrating with Power BI. Sustained engagement from Quality, Ops and BI was critical to ensure adoption and prevent a return to manual reporting.

Measure

To establish the baseline, a combination of Voice Of the Customer survey, focus groups, time analysis and process mapping was used. The VOC survey showed that 40% of respondents spent 3–5 hours per week on manual NCR reporting, while 20% spent more than 5 hours. The baseline was set at 5 hours per week, equating to approximately 230 hours annually. Satisfaction with the process was rated at 2.8/5, with ease of accessing data also rated at 2.8/5.
Only 5 of 13 stakeholders responded, low participation from Operations highlighted ownership and engagement issues with the existing process. 
Process mapping confirmed that data was handled multiple times and transferred between systems repeatedly. A Value Stream Map identified waste at every stage, particularly during manual data extraction and cleansing. These measures demonstrated the inefficiency of the existing process and provided a quantified baseline to define improvement targets for time reduction, accessibility and user satisfaction.

Analyse

Lean analysis was undertaken using 5 Whys, process mapping, Value Stream Mapping, gap analysis and a CriticalToQuality Tree to identify root causes within the NCR reporting process.
The 5 Whys identified that reporting delays were caused by incomplete data capture, unclear ownership and limitations within Transportal, which was not designed to produce structured NCR data.Process mapping and Value Stream Mapping showed that exporting, cleansing and reformatting data were the longest steps and added no value, highlighting significant waste driven by manual handling.
Gap analysis identified missing mandatory fields within the NCR form, contributing to poor accountability and unreliable reporting.
The CTQ Tree translated stakeholder needs into critical requirements, confirming that weaknesses in form design and data structure were the primary barriers to effective reporting. The primary root causes were weaknesses in form design, fragmented data structure and reliance on manual workarounds

Improve

The NCR form was redesigned with the Quality team to include mandatory fields for ownership, timelines, due dates, supplier details and liability. This closed gaps in accountability and ensured data was captured in a consistent, structured format suitable for reliable reporting. Historic NCR data was cleaned and standardised into a static dataset for use alongside new records.
An automated Power BI dashboard was developed with the Business Intelligence team to centralise NCR information and remove manual handling. The dashboard improved trend visibility and enabled filtering and drill down analysis, providing timely access without exporting or manipulating data. Quality Managers introduced the dashboard during weekly review meetings to support adoption and engage Operations. Reporting time reduced from around 5 hours to 0.83 hours per week, with significant improvements in satisfaction and ease of access.

Control

A standard process flow was created to document the updated NCR reporting steps, ensuring continuity if roles or personnel change. The redesigned NCR form and static dataset ensured Transportal captured complete and consistent information, allowing the dashboard to remain accurate over time. Validation checks were carried out by the Business Intelligence team to confirm Power BI outputs matched Transportal data. Quality Managers continued to reinforce the process through briefings and demonstrations, maintaining accountability and preventing reversion to manual reporting.

Transfer

The project reinforced the importance of early and consistent stakeholder engagement. Using VOC feedback, focus groups and regular discussions helped uncover underlying issues and ensured the final solution reflected user needs rather than perceived problems. Clear data design at the outset was critical, with the NCR form redesign enabling automation and reliable reporting.
Mapping the process early, validating assumptions with users and confirming technical feasibility before implementation were key lessons that prevented rework and scope drift. Keeping ownership clear and involving the right stakeholders at the right time improved efficiency and adoption.
The key processes improved were the NCR form, the reporting data structure and the end‑to‑end reporting workflow. The approach is transferable to other reporting processes that rely on manual data extraction and fragmented systems.

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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

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