The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes. Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction? This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.

1. 16 October 2006 1

2. Reducing Waste – London Underground
Chris Samson
Dan Rahamim

3. Presentation Agenda
What the session will cover:
•
Understand the principles of Lean practices
•
Be confident leading problem solving exercises
•
Become familiar with Value Stream Mapping
•
How SUP implemented these principles
•
SUP benefits realised
What you will take away (how we):
•Identify and minimise practices that waste money and time
•Measure business improvements
•Motivate employees and encourage cross-organisation participation
•Knowledge sharing methods leading to better performance.

4. Who we are
The Sub-Surface Railway Upgrade Programme (SUP) is the largest, most complex modernisation of a live, operational railway ever undertaken by London Underground.

5. Where we were
This is essentially the idea behind the SUP Lean Programme.
Many of our processes are paper based which can be infuriating, take weeks and doesn’t always add to the value of the end product.

6. Where we’re going
Our aim: Be the best.
Our belief: One Team. One Programme.
Our vision: Achieving our deliverables with pride, passion and courage.

7. What we’re doing
•
Value Management Principles allowing us to:

Empower staff through team efforts

Provide staff the skill to identify and reduce waste

Create a spirit of continuous improvement (Visibility of our processes)

Motivate staff to be the best and buy into the ethos

8. How we’re getting there
Internally delivered in house
Internally delivered external location
Externally delivered in house
Externally delivered external location

9. Our Implementation Strategy

10. Development Plan
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Create buy in from start
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Built on success in our Stations team
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Delivered in house and rolled out weekly
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Multi discipline groups
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Used previous supplier

11. Session Plan
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3 day session (reduced from 9 days)
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Rolled out weekly
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Teach or Facilitate?
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Multi discipline groups
•
Post course project

12. Delivery Plan
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Develop the course & delivery plan
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Duration
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Content was bespoke and aligned to our needs
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500+ staff to go through the intervention
•
Internal delivery allowed a flexible roll out
•
What happens post the session?

13. Post Delivery
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Post Course Project
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Problem that impacts on the immediate team
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Idea of cost and time savings
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Tackle something within your control
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6 Week timeline to complete
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Present findings to the Senior Management Team

14. What is Lean?
“Lean is a way of thinking about reducing waste and driving efficiency throughout an entire organisation from the bottom up”
Lean is about teaching staff to see the waste others cannot see
Improving staffs accountability and world class behaviours in an environment of change sponsored from the top

15. Simply put...
Reducing the complexity, twists and turns of our business

16. 5 Lean Principles
1. Identify Value
2. Map the ‘Value Stream’
3. Create Flow
4. Establish Pull
5. Seek Perfection

17. Value
Unavoidable with current technology or methods.
Any work carried out that does not increase value to the customer.
Non-Value Added but Essential, NVA-BE
Any step which changes the Fit, Form, Function or Readiness of the product/service, in line with customer needs.
Value Added, VA
All other meaningless, non-essential activities that do not add value.
Waste

18. Available Route
Purchase Ticket
Board Train
Destination Arrival
Value Stream
Information / material / people
product or service valued by the customer

19. Flow
Definition
Feasibility
Concept Design
Detailed Design
Delivery
•
Our processes should flow into each other without the need for rework or correction
Definition
Feasibility
Concept Design
Detailed Design
Delivery
Start
Finish

20. Pull (and Push)
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Do only what the customer requires when the customer requires it
•
Decreases stock stored between stages
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Improves communication between departments
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Team can rapidly respond to changes in customer demand
•
Make whatever you like and hope the customer buys it
•
Needs a lot of stock to predict customer demand
•
Team cannot change to ‘off menu’ customer needs

21. Perfection
Current State
Future State
Next Future State
Original State

There is always more waste

People learn and exercise more creativity through doing

Involving staff in the process creates ownership and helps management ‘get out of the way’ of improvements

22. Traditional efforts vs Lean
Process Time
Waste
VA
Traditional Focus Work our people Longer Harder-Faster More People or Equipment
Lean Construction Reduce Waste

23. Problem Solving

24. Clearly understanding the problem
Gap
Expected Outcome/norm/target
Actual Result
Trend
Time
Level
A simple definition of a problem is anything that isn’t as it should be. Knowing what should be happening is the first step to solving problems

25. Quantify what’s happening

Use a series of bullet points covering facts to demonstrate why you have a problem

State how many / how much / how long

Give factual consequences (Is branding / organisational reputation at stake)?

Include as much evidence as possible

This will provide the justification to resolve the problem

26. Applying a plaster – Containment
Questions to ask:
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Who will do it?
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What will they do?
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Where will it be done?
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When will they do it?
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How will they do it?
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How long will it be needed?
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Do they need special tools or equipment?
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Do they need additional resource to be able to do it?

27. Cause and Effect
EFFECT
Cause
Cause
Cause
Cause

28. Root Cause Analysis – 5 Why
•
Structured way of thinking about the root cause of a problem
•
The principle is to drill down layers of symptoms causing the problem until you reach the real cause
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Drilling down 5 levels forces you to think deeply about the problem

29. Solutions Matrix
#
Root cause
Potential permanent fixes
Quality
Cost
Safety
Overall
1
The Incorrect Adhesive was used on wall tiles in a deep tube environment
Change all the tiles each time they fall
2
Full intrusive surveys ahead of all future tiling
3
Updatematerials register for deep tube environment
4
Leave protective hoarding in front of tiles

30. Measuring the Solution
The effect of each element of the solutions should be measured to understand where the greatest benefit was achieved and to fast track solutions to other projects

31. Standardise / Share the learning
The completed A3 document should be shared with all project teams so the lessons learnt can be shared

32. Value Stream Process Mapping

33. Value Stream Process Mapping
What is a process?
•
A group of activities that grouped together achieve a specific goal
•
The essence of project management, Scopes are turned into inputs, work is processed and outputs are produced
Are they visible and clear to all?
•
Often processes are locked inside the heads of our staff
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Issues remain hidden and improvement activities focus on what should be happening rather than what actually is happening

34. Mapping Methods
Value Stream Mapping
Computer aided process mapping
Simple, easy and quick hand made maps
1.
Useful for mapping entire organisations or product streams
2.
Useful for mapping high volumes of processes completed several hundred times a day, (i.e. Finance)
3.
Easy to demonstrate the power and method through simple post-it mapping

35. Process Mapping Benefits
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How we achieve our aims everyday becomes visible and bottlenecks/disruption points become obvious
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Start point of all improvement is to honestly review where we are
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Engages all in the process of improvement by being part of the visualisation of the issues

36. Our Implementation Strategy

37. SUP Lean Tools
People Engagement
Focused Problem Solving
Standardisation
Successful Organisations
Identify Waste
Process Mapping
Team Development

38. Identify Waste

39. Standardisation

40. Focused Problem Solving

41. Team Development
Storming
Norming
Performing
Forming
Enthusiasm
Performance level
Low
Low
High
High

42. People Engagement

43. Process Mapping

44. SUP Lean Tools
People Engagement
Focused Problem Solving
Standardisation
Successful Organisations
Identify Waste
Process Mapping
Team Development

45. Are you a Planker...?

46. SUP Lean Course Outcomes

47. SUP Waste Categories

48. Internal Relationships

49. Waste Findings

50. Waste Findings

51. SUP Lean Problem Solving Worksheet
Support:
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Mid point review
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Website
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Forum
Present findings:
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Bring worksheet
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Team event
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Share

52. Problem Solving Success Factors
We can now :
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Clarify the problem BEFORE jumping into action
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Establish what has gone wrong and why
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Understand the Root Cause of the issue
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Understand what’s missing / gone wrong with our process
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Propose a change to the process that will prevent this happening again
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Share our experience with the rest of the business

53. SUP Benefits Realised

56. Additional Benefits
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Cultural change is visible in the behaviours of staff.
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This is evident in the steady increase of the following workshops & Sessions

Lessons Learned Workshops

Team Problem Solving Sessions

Solutions Validation Workshops

Process Mapping Sessions

57. SUP Lean - Summary
1.
Engage with staff to ensure everyone is aligned to your purpose
2.
Use engaging team methodologies with an initial focus on “what’s in it for me” to motivate and encourage people to talk
3.
Have a period of review and be clear what success looks like before you start
4.
Use process mapping to provide visibility of how your organisation does things
5.
When tackling problems, avoid making assumptions and following pre- conceived ideas – let the facts guide you
6.
Share, share and share! Success and real improvements will always be embraced by staff

58. Questions?

59. Planks.. How well did you do?

60. Presentation Close

61. 16 October 2006 61