Lean-method at Rijkswaterstaat. NETLIPSE Turin Network Meeting 24 th 25 th October, 2016

Transcription

1 Lean-method at NETLIPSE Turin Network Meeting 24 th 25 th October, 2016

2 Lean derived from Toyota Production System reduce waste in processes Improve quality Reduce costs and production time Lean is getting more attention in other organisations Attention to the needs of customers Necessity to reduce costs 2 RWS UNCLASS

3 Main principles (1) continuous improvement 5 define product value from customer perspective 1 4 demand driven: pull i.p.v. push 3 2 identify/visualise product and eliminate waste create continuous flow 3 RWS UNCLASS

4 Main principles (2) With smart people Managing bad processes: bad results With ordinary people Managing smart processes: Smart resultats 4 RWS UNCLASS

5 LEAN within KR8 (pronounce: kracht = force) KR8 stands for : Klantwaarde (Customer value) Respect for employees 8 (types of) wastes. KR8 is a way to improve your own work within your own circle of influence 5 RWS UNCLASS

6 KR8 - waste reduction 6 RWS UNCLASS

7 8 forms of waste 1. Correction defects 8. Not utilizing talent 2. Transportation 7. Inventory excess 3. Motion waste 6. Overproduction 4. Waiting 5. Excess processing 7 RWS UNCLASS

8 Wastes (1) Defects: correction of reports (wrong procedures, wrong data, data not used properly, ) Transportation: reports/memo s move from one department to another process of writing reports spread out over large number of departments (production process not in line with organisation, ) Motion waste: traveling, retrieving products from far away (inefficient meetings, untracable documents,.) 8 RWS UNCLASS

9 Wastes (2) Waiting: waiting for decision, information, etc (wrong prioritising workload, ) Excess processing: unnecessary checks providing too much (unwanted) information (unclear what customer really wants, unclear specifications, ) Overproduction: producing in advance (without having the right data (work in departments not coordinated, ) 9 RWS UNCLASS

10 Wastes (3) Inventory excess: unanswered mail unfinished work brochures etc with old logos (no propor inventory management, ) Not utilising talent: work left unfinished during illness not investing in employees (talents unknown, little focus in management on knowledge, ) 10 RWS UNCLASS

11 KR8 - customer value 11 RWS UNCLASS

12 3 types of activities in each process (1) Adding value 5 % Not adding value 65-75% Necessary, but not adding value % Focus of Lean: 8 forms of wastes Focus of many improvements 12 RWS UNCLASS

13 3 types of activities in each process (2) Activities that add value Necessary activities that add no value optimise reduce Activities that add no value eliminate 13 RWS UNCLASS

14 Improvement sheets 14 RWS UNCLASS

15 Impact of processes on organisation redefined in terms of processes: Construction & Maintenance Area management & Asset management Information services Road and naval traffic management Business administration Knowledge & network quality (main roads, main watersways, main watersystem) Crisis management 15 RWS UNCLASS

16 KR8 - approach in projects 16 RWS UNCLASS

17 Training (1) 17 RWS UNCLASS

18 Project score at start KR8 18 RWS UNCLASS

19 Training (2) Individual modules After each teammodule Based on individual training targets Learning-on-the-job: observation during work, feedback on employees attitude Coaching projectmanagers: personal development, leadership 19 RWS UNCLASS

20 Visual management 20 RWS UNCLASS

21 ROI. No measurement of return-on-investment ( ) of training programmes Focus in each project on potential delays, improvements, etc. To do more with less people - within the project team s own circle of influence. 21 RWS UNCLASS

22 KR8 - not just projects. 22 RWS UNCLASS

23 Lean: servent leadership 1. Setting example for employees 2. Thinking from customers perspective 3. Facilitate employees to improve their own work 4. Feedback on daily work: focus on activities that add customer value Managers no longer work above their staff as superiors but work alongside them on the shop floor. They now have a better insight into what is happening, can promote cooperation and help their teams carry out their tasks and make continuous improvements in the work processes 23 RWS UNCLASS

24 Strategy deployment LEAN approach to Management contract of Large Projects Department within 1 overview of all targets, progress, critical issues monthly meetings 24 RWS UNCLASS

25 25 RWS UNCLASS