Lean for environmental remediation
portfolio manager success
Bethany Zinni, P.G. Haley & Aldrich
Jeffrey Baker, P.E. Tesoro Corporation
Agenda
2
1
Lean Overview
2
What was the challenge?
3
Lean Approach
4
Improvements to Date
5
Tesoro LSS Initiative, Results & Impact to
Portfolio Manager
Lean overview - origins
Ford Assembly
Continuous Improvement
Toyoda Loom
Venice Galleys
Lean overview - principles
Lean is a system of thinking and acting that:
Increases Value
Reduces
Respects
4
Waste
People
Lean overview – value and waste
• What is “value”?
– What customers want,
– When they want it,
– In the amount they want it,
– And where they want it delivered
5
Lean overview – value and waste
• What is “value”?
– What customers want,
– When they want it,
– In the amount the want it,
– And where they want it delivered
• What do we mean by “waste”?
– Resource waste / Defects
– Overburden
– Unevenness
– UNUSED EMPLOYEE CREATIVITY,
CAPABILITIES and CAPACITY
All waste obstructs value in some way.
6
Lean overview – respect for people
By engaging people who do the
work every day, we can
collectively:
• Learn about pain points
• Share and create knowledge
• Find hidden resources
• Begin to envision ideas for
improvement
• Create ownership and consensus
• Develop problem solvers – Lean
‘eyes’
7
Lean overview - kaizen
Kai - take apart and make
new/better
Zen - think about so as to help
others
A Kaizen is driven to two imperatives:
1. Solving Problems
2. Eliminating waste
8
Tesoro portfolio management challenges
No good way
to compare
sites across
the portfolio
9
Lack consistent,
effective
remedial system
O&M/alignment
on goals
Impacts to Tesoro Project Manager
• Work was reactionary – no proactive thought
– Constant firefighting
– too much ‘noise’ in the portfolio
• No standard approach to portfolio/project management = no way to
strategically make spend decisions
• Report reviews were time-consuming, awkward and boring; lacked
advocacy/focus – merely ‘data dumps’
• Invoice, budget and reserve review and tracking ate up significant time (35%)
Countermeasure: Use Lean to ‘go slow to go fast’ & invest a little (time/$) to save
a lot
10
Approach – Kaizen 1 - May 2007
Look at
value –
decide
where to
focus
• First step was to ‘kaizen’ Tesoro
portfolio management as a whole
– ID Tesoro value
– Map the process
• ‘See’ together what actually happens
– ID problems
• Where is value not being met?
• Assess level of waste & ability to improve
Map out the
process
– Ideas to increase value/remove waste
Prioritize what to work on first…..
11
Approach – Kaizen 2 - Aug 2007
• Regulatory Reporting
– Get the right people in the room
– Start with Tesoro value
– Map the reporting process
• ID the gaps between what happens and
what the customer values
– Develop plan to improve
• Implemented on 50 sites for 8 years
– Check and Adjust (Feb 2015)
• Applied to acquisition portfolio and new
Tesoro PMs and consultants (200 sites)
12
Understand
what Tesoro
values…and
deliver it!
Approach – Kaizen Regulatory Reporting - results
13
Improvements to date
• It’s the way Tesoro and their team
do their work
– day to day activities and building
into our culture
– everyone is learning to work this
way
• ID-ing waste/seeing opportunities
• Understanding customer value
Terminal Site Technical Review – November 2015
14
Improvements to date
Sustainability
program design
Acquisition
planning /
mgmt
15
Reserves
mgmt,
tracking &
reporting
Spill response &
remedial
planning
Standardize
financial
management
and documents
Remedial
system O&M
optimization
Site strategy
program
development
Site closure
strategies
Results - summary
Metrics:
Standard Work Developed:
16
Results – the portfolio manager
• Early adopter  shift in role from project work to long term portfolio
strategy/special projects
• Spending significantly more time on project strategy & planning
• Regulatory advocacy has resulted in improved standing with agencies
• ‘Brain trust’ / optimized consultant team
May seem like we’ve spent a lot on Lean…but ROI
has shown a more than worthwhile investment of
time and resources.
17
Tesoro Corporate Lean Journey
•
Recent company-wide initiative to
implement Lean Six Sigma (LSS) to
improve business processes across
organization
•
•
Jeff has been leading the implementation of
Lean to his environmental portfolio since
2007
Today, Lean approaches are actively
being applied to the management of
the entire remediation portfolio
Bethany Zinni, P.G.
Haley & Aldrich, Inc.
Lean Practitioner, Project Manager
585.321.4257
bzinni@haleyaldrich.com
Jeffrey M. Baker, P.E.
Lead Engineer, Environmental
253.896.8708
jeffrey.m.baker@tsocorp.com