HA Lean Guides
An Introduction to Lean Visual Management
An Introduction to the Collaborative Planning System
February 2011
Purpose of Guides:
• To provide Practitioners with a guide for how
to implement
• To provide those engaging with a Lean
intervention a picture of how it fits together
• To give senior management an understanding
of what these Lean tools are about
What do we expect?
• Supply chain to use the Guides in order to
set up LVM and Collaborative planning on
their projects/ work streams.
Why?
We have trialled these techniques and achieved
significant improved performance
•Collaborative Planning on M53 Bidston Moss
(£1.124m) and M40 jn 15 ;MAC 2 Designers
•LVM – MAC10 project: MAC 2 Routine maintenance ;
MAC10 designers; Major projects – several
Where to find :
• Guides and video of A46 Newark site
Collaborative Planning and Lean visual
Management are on HA PartnerNet site –
Lean section www.partnerNet
Lean Visual Management
Lean Visual Management
• Lean Visual Management is about
communication and enabling teams
to deliver performance improvement
over time. It consists of:
•
Using Visual Displays
•
Having Stand-up Meetings
•
Seeking continuous Performance
Improvement; by measuring,
monitoring and reviewing team
performance
Stand-up
Meetings
Performance
Improvement
Visual
Displays
Visual Displays
Amending
key dates
Highlighting off
target performance
Checking the
day’s activities
Reviewing
lessons learned
Providing suggestions
for improvement
Stand-up Meetings
Performance Improvement
Improvement Suggestion Systems
• Concern, cause and countermeasures (3Cs)
• Four folder approach (4FA)
Collaborative Planning System
Collaborative Planning System
• The Collaborative Planning System is
about enabling teams to deliver the
same amount of work but with less
resource. It consists of:
• Production Control - Enabling better
Production
Control
productivity through effective resource
and information management
• Collaborative Mapping - Enabling
better planning through the creation of
process-based look ahead programmes
• Seeking continuous Process
Improvement through the
implementation and adoption of
continuous improvement tools
Collaborative
Process
Mapping
Improvement
Production Control
Production Control :
Work
Planning
Standard
Processes
Make
Ready
Data
Analysis
Production Control
• Work Plans are created in daily production meetings
where:
• Individuals commit to tasks and to be measured on reliable
completion
• Dependencies between tasks are understood
• Reasons for non completion of previous days tasks are
captured for learning and improvement
Plan
Do
Check
Act
At the
appropriate
time
Production Control
• Make Ready identifies constraints that must be
removed before a particular work activity can begin.
Step
Commitment
Output
2: Constraints
Review
What the team
CAN do
Workable
Backlog
Inputs
Controls
Resources
Production Control
• Data Analysis : Percentage planned complete
No. planned tasks completed
PPC =
x 100
No. planned tasks
PPC
PPC trend
Periodic PPC
Time
Production Control
• Data Analysis : Reasons for non-completion
4396
2759
2409
1166
1122
830
697
558
472
432
Collaborative Mapping
Process Improvement
• Blitzes
• DMAICT
Collaborative Planning System & Lean Visual Management
• The Collaborative Planning System is about planning to do
work. Lean Visual Management is about putting people to work.
• Production Control and Stand-up Meetings work together to set
clear production targets and work assignments which can be
done.
Production
Control
PROVIDE A VEHICLE
TO DELIVER QUALITY
WORK ASSIGNMENTS
TO THE TEAM
Collaborative
Process
Mapping
Improvement
Stand-up
Meetings
Performance
Improvement
Visual
Displays
CONTINUOUS IMPROVEMENT ACTIVITY
COLLABORATIVE PLANNING SYSTEM
LEAN VISUAL MANAGEMENT
Collaborative Planning System & Lean Visual Management
Work Plan Meeting
Stand Up Meeting
■To integrate & plan between
■ suppliers
■ To ensure we are working in
■ the right areas, on the right
■ things for the good of the
■ project
■ To set the right targets and
■ capture learning
■ To measure & improve
■To ensure the workforce is
■ briefed to execute safe
■ production
■ To ensure the workforce is
■ bought into the right targets
■ Capture workforce issues and
■ identify performance
■ improvement opportunities
■ Set and capture discrete,
■ SMART tasks
■ Capture reasons and learning
■ Buy-in and agree to SMART
■ tasks
■ Check and sign off that
■ everything is in place to do
■ safe production
When
■ Late PM daily on site
■ 1st thing in the morning before
■ work starts
Who
■ Supervisors/Foremen relevant
■ Supervisors/Foremen,
■ and workers
Why
What
management
How
■ Structured 20-30 minute sit■ down meeting
■ 10-15min stand up briefing
■ around visual display board(s)
Lean tools
Stand- up
meetings
Production control
Continous Improvement
Coolaborative mapping
Visual Displays
Lean tools to solve Problems :
Lean sigma
DMAICT
Blitzes
Value stream mapping etc