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Partnering and Collaborative Working An Introduction Dr Neil Jarrett

Partnering and Collaborative Working An Introduction Dr Neil Jarrett. How PI Works. PI methodologies are adapted from the Toyota Production System: Demand Pulls - Repairs are carried out in response to customer orders.

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Partnering and Collaborative Working An Introduction Dr Neil Jarrett

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  1. Partnering and Collaborative Working An Introduction Dr Neil Jarrett

  2. How PI Works... PI methodologies are adapted from the Toyota Production System: • Demand Pulls - Repairs are carried out in response to customer orders. • Understand the flow of the work through the whole organisation. complete understanding of work end-to-end. • Re-Design delivery processes to meet predictable demand. analyse variability. Processes optimised to deliver customer needs. • The best people to design and deliver improvements are the people carrying out the work. managers is to allow people and suppliers freedom to decide how best to do their job. We all become suppliers and customers to each other

  3. Improvement Process OBJECTIVE TOOLS Continuously apply the tools of performance improvement The continuous improvement cycle Make only what the customer wants Perfection Step 4 Standardised work, 5s, line of balance Compress the time to create value Make value flow Step 3 VSM, SPC, Root cause analysis Define the chain of value adding steps Identify the value stream Step 2 Value defined by the customer Specify Value Value Planning Step 1

  4. Steps • Specify Value • Identify customer needs • Analyse demand including variability • Identify the value stream • Map current state – system and sub-processes • Assess waste in current system – Ishikawa diagram – root cause analysis of all influences on a system • Assess process variability • Make value flow • Assess constraints to change - perceptions of staff and customer attitudes • Reduce demand variability • Remove waste – non value adding processes • Develop change plan • Implement continuous cycle

  5. Tools and Techniques for Performance Improvement Analogies Benchmarking Risk Management Decision Mapping Improvement Cycle Concept Fans Brainstorming Vital Few Analysis - Pareto Meeting Management Just In Time Power Maps Influence Diagrams Cause and Effect Analysis Run Charts 5 S of House Keeping Force Field Analysis Input Output Analysis Competitor Analysis Stakeholder Analysis Decision Tables Flowcharting Six Thinking Hats Change Cycle Process Mapping Order Winners & Qualifiers Five Whys Skills Matrix Effort Impact Team Working Critical Path Analysis Team Selection Time Based Process Mapping SWOT Analysis Solution Effect Analysis External Analysis (PEST) Influence and Control Prioritisation Matrix Waste Minimisation

  6. A P C D Properties With Quality Snags 50% 50% No. Properties Snag Free No. Properties with Snags Improvement Action Plan Fish Bone & 5 Why Lean ImprovementProblem Solving - Improving Quality Performance Structured approach to Improvement

  7. Standardised Work • Standardised work aims to achieve customer satisfaction every time through effective management of workplace methods. • Standardised work defines the best method of safely combining process inputs in order to achieve Quality, Cost and Delivery every time.

  8. Work Flow Balance • Many clients are unable to balance the work load of operatives. All construction and maintenance will involve a process flow. If this process flow is not balanced then the poor work continuity will generate large amounts of waste in operative utilisation through waiting time etc. • The work flow balance tool critically examines a process to determine the best distribution of work content between operators in order to meet customer demand with optimum efficiency.

  9. Improving the Delivery Program • Phase 1 Improvement • Waste reduction, work package balance and improved interaction of trades • VSM Activity • Involvement of Client, Trade Foremen + Suppliers The Foremen working together as a Team developed a refurbishment work plan within the target time of 24 days.

  10. Standardising Work ActivityPhase 1 – Even Flow Production • Work activity pattern repeats • Agreed improved interaction of trades • Easier to plan, organise and control • Productivity improvements also result

  11. IMPROVEMENT * 5C / 5S Activity * 8W * Inventory Analysis * Central Inventory Buffer * Visual Management Improved Stores Layout DIAGNOSTIC Improved Systems for Inventory Management Improved Distribution Process Level : ‘Loss’ Identification & Reduction

  12. MINIMISE DELAYS BETWEEN PROPERTIES FLOW VALUE-ADDING FLOW VALUE-ADDING ACTIVITY BETWEEN ACTIVITY WITHIN PROPERTIES PROPERTIES Maximising Value-Adding

  13. The PDCA Cycle The Plan, Do, Check, Act cycle is a continual process which aims to narrow the gap between current performance and customer expectation

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