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Changing culture and building efficiencies by applying the Lean principles to your/our organisation
The presentation focuses on implementing lean principles within the Sub-Surface Railway Upgrade Programme (SUP) of London Underground to reduce waste and improve efficiency. It outlines strategies for engaging staff, process mapping, problem-solving, and the benefits of creating a culture of continuous improvement. Key outcomes include empowering employees, enhancing accountability, and achieving organizational goals with reduced complexity and waste.
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Changing culture and building efficiencies by applying the Lean principles to your/our organisation
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- 2. Reducing Waste –London Underground Chris Samson Dan Rahamim
- 3. Presentation Agenda Whatthe 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 gettingthere Internally delivered in house Internally delivered external location Externally delivered in house Externally delivered external location
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- 10. Development Plan • Create buy in from start • Built on success in our Stations team • Delivered in house and rolled out weekly • Multi discipline groups • Used previous supplier
- 11. Session Plan • 3 day session (reduced from 9 days) • Rolled out weekly • Teach or Facilitate? • Multi discipline groups • Post course project
- 12. Delivery Plan • Develop the course & delivery plan • Duration • Content was bespoke and aligned to our needs • 500+ staff to go through the intervention • Internal delivery allowed a flexible roll out • What happens post the session?
- 13. Post Delivery • Post Course Project • Problem that impacts on the immediate team • Idea of cost and time savings • Tackle something within your control • 6 Week timeline to complete • 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... Reducingthe 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 withcurrent 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 PurchaseTicket 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) • Do only what the customer requires when the customer requires it • Decreases stock stored between stages • Improves communication between departments • 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 vsLean Process Time Waste VA Traditional Focus Work our people Longer Harder-Faster More People or Equipment Lean Construction Reduce Waste
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- 24. Clearly understanding theproblem 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: • Who will do it? • What will they do? • Where will it be done? • When will they do it? • How will they do it? • How long will it be needed? • Do they need special tools or equipment? • 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 • 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 / Sharethe learning The completed A3 document should be shared with all project teams so the lessons learnt can be shared
- 32. Value Stream ProcessMapping
- 33. Value Stream ProcessMapping 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 • Issues remain hidden and improvement activities focus on what should be happening rather than what actually is happening
- 34. Mapping Methods ValueStream 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 • How we achieve our aims everyday becomes visible and bottlenecks/disruption points become obvious • Start point of all improvement is to honestly review where we are • Engages all in the process of improvement by being part of the visualisation of the issues
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- 37. SUP Lean Tools People Engagement Focused Problem Solving Standardisation Successful Organisations Identify Waste Process Mapping Team Development
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- 41. Team Development Storming Norming Performing Forming Enthusiasm Performance level Low Low High High
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- 44. SUP Lean Tools People Engagement Focused Problem Solving Standardisation Successful Organisations Identify Waste Process Mapping Team Development
- 45. Are you aPlanker...?
- 46. SUP Lean CourseOutcomes
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- 51. SUP Lean ProblemSolving Worksheet Support: • Mid point review • Website • Forum Present findings: • Bring worksheet • Team event • Share
- 52. Problem Solving SuccessFactors We can now : • Clarify the problem BEFORE jumping into action • Establish what has gone wrong and why • Understand the Root Cause of the issue • Understand what’s missing / gone wrong with our process • Propose a change to the process that will prevent this happening again • Share our experience with the rest of the business
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- 56. Additional Benefits • Cultural change is visible in the behaviours of staff. • 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
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- 59. Planks.. How welldid you do?
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