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Implementing Lean Culture in UK's Largest Infrastructure Project

Discover how Lean culture was embedded in the £1.5b A14 project with insights from industry experts. Learn the strategies, results, and key takeaways. Join us at Lean19 Conference for in-depth discussions.

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Implementing Lean Culture in UK's Largest Infrastructure Project

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  1. @Lean_construct#Lean19

  2. Speaker Introduction… 16:00 – 16:30 How to embed a Lean Culture on the UK’s largest infrastructure project worth £1.5b Nicole Preston Head of Operational Excellence A14 Integrated Delivery Team Brian Swain Chairman The Lean Construction Institute UK @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline Sponsor

  3. How to embed a Lean Culture on the UK’s largest infrastructure project worth £1.5b? • (2015-2019) A14 Head of Operation Excellence • (2012 -2015) Business Improvement Manager A21, A11, Dartford, M3 • (2009 – 2012) A46 Lean Construction Manager Nicole Preston Head of Operational Excellence A14 Integrated Delivery Team Balfour Beatty @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline Sponsor

  4. Why Lean is so important? @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  5. Scale of the task? • Project value - £1.435 billion • Approx. 4 year construction period • 21 miles long • 73 new or amended structures • Split into 6 sections • Earthworks – 10 million m3 • Archaeology – 350 Hectares • Drainage – 150km • Pavement – 560,000 t CBGM & 750,000 t Asphalt • Concrete slip forming (channel/barrier/slot drain) – 100km • Service diversions & protection works – 160 No. • New cycle and walking routes – over 18 miles @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  6. How we Implemented Lean on the A14 Having Head of Op Ex on the SLT Having the right people in the Op Ex team Know your Customer – Project Directors and HE Lean Strategy - Five W’s (Who, What, When, Where, Why) Lean Training (Supply chain and staff) @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  7. How we Implemented Lean on the A14 Set baselines & targets so value/improvement can be measured Seek Improvements Prove you can make a difference by delivering. Complete benefits capture knowledge Transfer packs SHARE KNOWLEDGE AND LEARN LESSONS @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  8. £89.1m Project Saved @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  9. Keeping Lean at the Forefront Over 115 Lean & Efficiency ideas submitted over coffee and cake. Supply Chain Collaboration Lean Competition @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  10. Example 1: Collaborative Planning - Mindset Collaborative Planning has been encouraged throughout the project. Cultures have changed from “old school” ways of working/planning, to the behaviour being natural and supported at all levels. ISO 44001 Collaborative Working Accreditation. @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  11. Example 2: Time and Motion Studies After changes were implemented, the time lost in and around breaks fell dramatically. Time lost over this second study was: 8.5hrs. Measured over 4 days, at 4 locations. ​ Breaks monitored (11:00hrs – 11:30hrs), (15:00hrs – 15:30hrs).​ The results show that an extra 18.2 hours were taken on breaks over 4 days (48hrs). Majority of time (12.1hrs) was taken after the allowed break. A second round of monitoring took place.​ @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  12. Example 3: Self Delivery of Earthworks A decision was made to self-deliver the bulk earth works. Leadership desire to reduces cost by having enhanced clarity around planning and production. ​ The Operational Excellence Team and Commercial Assurance Team helped to develop a tool to monitor earthworks productivity against the business case upon which the decision was based.  Fully assured on the HE Efficiency Process. Saved £1,992,951.19 @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  13. Example 4: Archaeologists • Time and Motion studies supported the introduction of non specialist labour. • Giving the Archaeologists more time to concentrate on their specialism. • Looking after them – facilities, footpaths, welfare closer. • The Excellent result that was achieved:15.3 Days saved to the Critical Path £1,462,800 Saving @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  14. Example 5: Root Cause Workshops Working with teams to identify the constraints and work collaboratively to remove them. Again, having the right people in the room • Why is concrete not delivered on time? @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  15. What would we do differently  • Supply chain buy-in earlier/closer relationship. • Improved supply chain training. • Recording baselines better (so greater savings can be identified). • Experience team in place from the beginning. • Share knowledge and learning sooner. • Work with more industry leading organisations. • Improved innovation process. @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  16. The A14 and LCI Operational Excellence and members of the engineering teams took part in the LCI Facilitators Course in January. We completed and submitted the following projects in support of the accreditation: £4,409,620.19 Project Savings Induction Process Improvement. £313,088 Self-Delivery of Earthworks £1,992,951.19 Archaeology Production Rates £1,462,800 Re-Use of Material (Crushed Concrete) £535,914 Re-Use of Material (Planings) £104,867 @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  17. https://youtu.be/YcC4MW32ZrI @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  18. For further information EMAIL: Nicole.preston@thea14.com TELEPHONE: 07467339201 WEBSITE: TWITTER: Nicole Preston @Lean_construct#Lean19 9 OCTOBER 2019 | NEC, BIRMINGHAM Headline sponsor

  19. @Lean_construct#Lean19

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