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Lean Procurement and Management Ministry of Justice Terry Stocks

Lean Procurement and Management Ministry of Justice Terry Stocks. Presentation for the Construction Industry Council. June 14 th 2012. Content. Previous Presentation given to the council members in October 2009 A common Purpose (Supporting Growth – Better for Less)

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Lean Procurement and Management Ministry of Justice Terry Stocks

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  1. Lean Procurement and ManagementMinistry of JusticeTerry Stocks Presentation for the Construction Industry Council June 14th 2012

  2. Content • Previous Presentation given to the council members in October 2009 • A common Purpose (Supporting Growth – Better for Less) • Presentation contained the MOJ’s lean delivery process. • Projected benefits at that time (Update) • Current State • New Initiatives • Lessons Learned • Future Initiatives

  3. A Common Purpose Capacity Growth Value

  4. Lean in Construction • System approach to Project Management • System: • Provides a clear set of benchmarking data • Supports collaborative working • Provides performance data to “prove better for less” • Provides the tool to support a Lean culture • Supports continuous improvement • Focused problem solving • And Much More

  5. Achieved Vs Predicted (October 2009 Base) State Yr 1 Yr 6 onwards Yr 2 to 5 System in place, Data cleaned Training in basics Culture change starts Developing understanding Supply chain barriers System bedded in Reliable data Continuous Improvement culture at client level Moving to flow orientation. Supply chain use system 2015 onwards System is the norm Data is driving improvement CI at most levels Flow used in most areas. Supply chain drive improvement Benefits Yr 1 Yr 6 onwards Yr 2 to 5 Cost Time Quality

  6. MOJ – Lean Performance - Evidence

  7. Using Tools – BIM – Helping to drive out waste Standards are modelled / depicted as elements Cell Office Classroom Roof Reduced Design Standard elements build up required output Current Standard Docs and Specifications More Money spent on Asset AutomaticQA Outputs in 3D, or Excel data sheets, 2d plans etc Elements copied and arranged produce required product QA is inbuilt as outputs automatically report non compliance as rqd standards are embedded

  8. Lessons Learned • Industry (Professional Service providers and contractors) do not practice collaborative working • Constructors ability to deliver a project to an agreed programme is poor • Industries awareness of process waste is low • Industries capacity / will to lead change across their client portfolios is low • Need very clear communications and training to set expectations • Without framework relationships – changing culture would be very difficult

  9. The Future • Develop a full set of BIM libraries and have all projects delivered in a BIM environment by September 2013 • Re tender the current professional service framework to support collaborative working goals • Convert current PPI process into a fully accessible software system (Summer 2012) T Directorate Costs (MOJ Costs) C • Put in place a training programme for the whole supply chain on collaborative working, lean, data management etc Q R Technical Supply Chain Costs C • Measure the outcomes Q Constructor Costs (OHP, Mgnt, Prelims Etc) C R % Delivered Product (actual bldg & labour) £/m2 £/Unit • Reduce cost of project delivery by 20% in this SR period (Cabinet Office)

  10. Thank You Questions

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