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Strategic Lean Development Program for Continuous Improvement

Learn from industry experts how to implement a Lean development program aligned with ISO standards. Develop skills to drive organizational change and improve processes effectively.

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Strategic Lean Development Program for Continuous Improvement

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  1. Taking a Strategic Approach to Lean Development Mike Atkins, WSPRichard John, WSPAdrian Wookey, ECITB

  2. AGENDA

  3. Who We are? Mike Atkins is a Lean Leader & Six Sigma Black Belt from a background of Mechanical Engineering. Mike is a change manager with a Masters in Operational Excellence who built his experience of delivering improvements and developing improvement capabilities within BOC. In the past two years at WSP Mike has established the WSP approach to continuous improvement aligned to BS ISO 18404:2015 that has informed the ECITB training standards. Mike is working to integrate Lean thinking into all WSP highways sector projects and has led the ECITB industry pilot project. Richard John is a Lean Expert & Six Sigma Master Black Belt from a background of Mechanical Engineering. Richard is an accredited Lean & Six Sigma trainer who has recent experience of process excellence including robotic process automation. Richard has worked on major transportation programmes for Crossrail, HS2, London Underground & Network Rail in roles that have had direct responsibility for planning and execution of construction activities and then in oversight and improvement. Adrian Wookey is a Senior Product Development Manager at the Engineering Construction Industry Training Board (ECITB), a Non-Departmental Public Body accountable to the Department for Education. Established in 1991, the ECITB is the skills, standards and qualifications body with statutory responsibility for the development of the engineering construction workforce of Great Britain through an industrial training levy. Recently Adrian has been working with employers, stakeholders and WSP through a series of pilot studies to develop a set of training standards for Continuous Improvement.

  4. One of the world’s leading technical professional services firms 2,220 620 3,400 2,500 7,800 5,140 8,000 720 7,000 4,600 ASIA CENTRAL & SOUTH AMERICA UK AND IRELAND NORDICS CANADA CONTINENTAL EUROPE MIDDLE EAST & INDIA SOUTH AFRICA US AUSTRALIA NEW ZEALAND

  5. Highlights of our UK projects HS2 Railway Systems & Stations Smart Motorway Projects 1 Blackfriars, London Galloper Wind Farm, Suffolk

  6. The Engineering Construction Industry Training Board (ECITB) is a non-departmental public body (NDPB) accountable to the Department for Education (DfE). Established in 1991, the ECITB is the skills, standards and qualifications body with statutory responsibility for the development of the engineering construction workforce of Great Britain.

  7. Continuous Improvement Development Programme

  8. Initial Engagement Understanding the Need Preparing the Foundation Executive Development Establishing Drivers Sponsor Development Developing Platform Improvement Leader Development Building Self Sufficiency Improvement Member Development Embedding Mind-set & Culture Organisation Wide Development KEY Training Time Coaching Time

  9. Personal Development Programme

  10. Case Study #1

  11. Alignment to BS18404:2015

  12. BS18404: 2015 - Continuous Improvement Communication Audit Plans of Action STRATEGY Targets Organisational Culture Reporting Structures KPIs Support Decision Making Process ARCHITECTURE Responsibilities/ Accountabilities Steering Committee KEY PERSONNEL Champions & Sponsors Competency Records Improvement Leaders Lean Six Sigma Experience Training

  13. BS18404: 2015 - Continuous Improvement Communication Audit Plans of Action STRATEGY Targets Organisational Culture Reporting Structures KPIs Support Decision Making Process ARCHITECTURE Responsibilities/ Accountabilities Steering Committee KEY PERSONNEL Champions & Sponsors Competency Records Improvement Leaders Lean Six Sigma Experience Training

  14. Strategy • AUDIT • COMMUNICATIONS • PLANS OF ACTION • KPI’s • TARGETS

  15. Architecture • REPORTING STRUCTURES • SUPPORT • ORGANISATIONAL CULTURE • RESPONSIBILTIES • STEERING COMMITTEE • DECISION MAKING PROCESS

  16. Key Personnel • IMPROVEMENT LEADERS • COMPETENCY RECORDS • CHAMPIONS & SPONSORS

  17. Lean Maturity Assessment

  18. Lean Maturity Assessment

  19. Lean Maturity Assessment

  20. Case Study #2 Attempt to assess the Case Study company against BS18404 using the Maturity Assessment guidelines.

  21. Lean Maturity Assessment Case Study Discussion Where are the opportunities for improvement? What can we do about that?

  22. Effort vs Reward Assessment A simple Effort vs reward approach will help to prioritise the improvements. Use a simple 2 x 2 approach

  23. QUESTIONS

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