Presentation 1. Business Improvement strategy in Carillion - - PowerPoint PPT Presentation

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Presentation 1. Business Improvement strategy in Carillion - - PowerPoint PPT Presentation

Apr 27, 2023 224 likes •482 views

Lean Earthworks Mrs Katarina Fidler & Mr Shane Betts, Carillion Infrastructure Presentation 1. Business Improvement strategy in Carillion Infrastructure: Lean Sigma on M6 Guards Mill Lean Sigma in company strategy

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SLIDE 1

Lean Earthworks

Mrs Katarina Fidler & Mr Shane Betts,

Carillion Infrastructure

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SLIDE 2

Presentation

  • 1. Business Improvement strategy

in Carillion Infrastructure:

  • Lean Sigma on M6 Guards Mill
  • Lean Sigma in company strategy
  • Successes and barriers
  • Lessons learnt so far
  • 2. Lean Earthworks case study
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SLIDE 3

M6 Guards Mill scope of works

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SLIDE 4

Lean Sigma on M6 Guards Mill

£4.77m of efficiency savings

  • n £120m construction budget over 2.5 years
  • £1m total investment
  • 27 Lean Sigma projects
  • Target costed pilot scheme/Dedicated improvement

team on site

3% net benefit

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SLIDE 5

Lean Sigma in company strategy

Building on M6 success…

Business Improvement strategy focused on

  • perational excellence:
  • Focus on target areas
  • Full ownership by Business Units
  • Centralised reporting and governance
  • Centralised Lessons Learnt process
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SLIDE 6

Capturing Lessons Learnt

Process Improvement

Best Practice / Lessons Learned EVIDENCE

Evidence Coordinators

Evidence Champion

Bid Submissions Adoption of Best Practice

Continuous Improvement Continuous Improvement

ROMS Lessons Learnt Submissions

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SLIDE 7

Successes and Barriers

Cultural Barriers

Business Improvement strategy focused on

  • perational excellence:
  • 1. “It’s extra overhead – can’t afford it…”
  • 2. “It’s all just good project management…”
  • 3. “Every project is different…”
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SLIDE 8

Successes and Barriers

People…Pace…Passion

  • 1. Advocates with operational gravitas
  • 2. Senior management buy in and commitment
  • 3. Resilient Lean Sigma resources
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SLIDE 9

Lessons Learnt so far

People…Pace…Passion

  • 1. Operational ownership is a must
  • 2. Do not underestimate engineer’s passion for

problem solving

  • 3. Suitability of commercial models
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SLIDE 10

M6 Extension – Carlisle to Guards Mill

Application of Lean Sigma

to Earthworks Logistics & Efficiency

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SLIDE 11

Earthworks Efficiency Project

Quad of Aims

Defi ne

Success Criteria

  • 10% reduction on target cost
  • Achieved Compliance
  • Improved Plant Utilisation
  • Reduced Labour Costs

Deliverables

  • Improved employee satisfaction
  • Best Practice Guide
  • Procedures for ongoing controls and

Monitoring

  • Improved Safety

Stakeholder Benefits

  • Deliver to Program
  • Reduced Labour Cost
  • Reduced Plant Hire

Purpose

  • To improve efficiency of earthworks

movements in terms of cost per cubic meter

  • Increase equipment utilisation
  • Optimise labour resource
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SLIDE 12

Debog (620 –1400) High Level Process Map

Access to Excavator

Tip Stone to Hole Dozer Stone to Hole Stockpile Stone

Load Dumper

Position and Load Dumper = 3.66 mins (25t exc)

Load Dumper with Cut Material

Exc (40t) = 1.5 min/lL Exc (25t) = 3.5 min/L

Drive to Tip Dump Cut Material Return to Site

Access to Hole

Stone Delivered Fill Needed Request Fill from Stock Wait Wait

No Yes Ave time leave excavator – return to excavator = 12 mins

Non – Value Adding Value Adding (Cut Process Value Adding (Fill Process)

Key

Yes No No Yes

Debog (620 –1400) High Level Process Map

Access to Excavator

Tip Stone to Hole Dozer Stone to Hole Stockpile Stone

Load Dumper

Position and Load Dumper = 3.66 mins (25t exc)

Load Dumper with Cut Material

Exc (40t) = 1.5 min/lL Exc (25t) = 3.5 min/L

Drive to Tip Dump Cut Material Return to Site

Access to Hole

Stone Delivered Fill Needed Request Fill from Stock Wait Wait

No Yes Ave time leave excavator – return to excavator = 12 mins

Non – Value Adding Value Adding (Cut Process Value Adding (Fill Process)

Key

Yes No No Yes

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SLIDE 13

Opportunity for Improvement

Based on 170 cubes per hour from work study calcs Cubes Lost/Day Double handling Dumpers used to move stock (approx 2hrs/day) 340 @ £1.45 Additional plant (1 x 25 tonne excavator) Restricted Access for Plant/Deliveries Excavator waiting for Dumper (approx 50mins/day) 141 @ £1.45 Additional Waiting Time Waiting for replacement Plant Waiting for Documentation 340 @ £1.45 Waiting for Engineer Unforeseen Ground Conditions Smaller load capacity Deviation from normal working Rework NCR 0003 (30m x 30m excess dig) Other Fuel

Total Estimated Efficiency Loss

Total Cost £9860 £4140 £4089 ???? £493 ???? ???? ???? £1314 ????

£19,896

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SLIDE 14

Current Performance…Daily Cost per Meter Cubed

  • Location NB6
  • Combined Fill and Cut

Daily cost per cubic metre minus Tendered Value

  • Location NB3
  • Combined Fill and Cut

Daily cost per cubic metre minus Tendered Value

Overall Cost/M3 4950 - 5600 (Debog)

£0.00 £5.00 £10.00 £15.00 £20.00 £25.00 *12-Oct 13-Oct 16-Oct 17-Oct 18-Oct 19-Oct 20-Oct 23-Oct 24-Oct 25-Oct 26-Oct 27-Oct 30-Oct 31-Oct 01-Nov 02-Nov 03-Nov 06-Nov 07-Nov 08-Nov 09-Nov 10-Nov 13-Nov 14-Nov

Date £/M3

Overall Cost per M3 Total Tendered Rate

Overall Cost/M3 620 - 1120 (Debog)

£0.00 £1.00 £2.00 £3.00 £4.00 £5.00 £6.00 £7.00 £8.00 £9.00 £10.00 12-Sep 13-Sep 14-Sep 15-Sep 18-Sep 19-Sep 20-Sep 21-Sep 22-Sep 25-Sep 26-Sep 27-Sep 28-Sep 29-Sep 02-Oct 03-Oct 04-Oct 05-Oct 06-Oct 09-Oct 10-Oct Date Cost/Cube Ave Cost per M3 per Day Tendered Rate
  • Average Observed Performance =

£11.42/Metre Cubed

  • Tendered Rate = £7.21/Metre Cubed
  • Average Observed Performance =

£3.08/Metre Cubed

  • Tendered Rate = £4.421/Metre

Cubed

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SLIDE 15

Measure Phase Conclusions

  • Stockpiling requires double

handling and therefore reduces capacity and additional plant – Erratic deliveries from quarry – Called off greater than capacity

  • Inefficiencies exist which

reduces potential output – Restricted access to and from tip – Restricted access to excavation – Waiting for Wagons

  • Unforeseen ground conditions

force a change to normal working practice – Wrong Plant Size – Additional work e.g. deeper excavation

  • Non-Conformance

– Abandoned work and rework

  • Unplanned waiting time yet to

be measured – Plant breakdown time – Documentation etc

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SLIDE 16

Cause and Effect Diagram

Earthworks Reduced Efficiency

Method Planning Equipment

Inappropriate starting point for works

Materials Environment People

M/C running over unsuitable ground Poor Planning Lack of understanding Cant load enough Not enough trucks Constrained access Excessive Excavator Movement Wrong Truck Location Constrained access Insufficient Working Hours (7.30
  • 5.00)
Waiting for Compact Test Only one Contractor Other Priorities M/C Waiting Engineer Unavailable Other priorities Not enough scanners Waiting for Catscan Waiting Paperwork Waiting for Drawings Drawings not Finished Trucks smaller than planned Unsuitable Ground Lack of Understanding by Planners Poor Weather Conditions Forced too used smaller trucks Forced to stop work M/C running over unsuitable ground Held up by Destructive Search Takes Longer than planned Waiting for Engineer Cant contact engineer Engineer looking for transport People don’t understand work requirements Poor Communication Lack of Earthworks Experience Plant moved to other area causing additional costs Drawings not ready at planned start Stone has to be Stockpiled Erratic Delivery Times Double Handling Wagons Travel Together Hole not ready Single track access Unsuitable Ground
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SLIDE 17 O bservati
  • n
I ndi vi dual V al ue 21 19 17 15 13 11 9 7 5 3 1 400 300 200 100
  • 100
  • 200
_ X= 67. 4 UCL= 328. 6 LCL= - 193. 7 1 1 I Chart
  • f
Idl e Num ber
  • f
Trucks Loads R em oved 3 2 120 100 80 60 40 20 Indi vi dual Val ue Pl
  • t
  • f
Loads R em oved vs N um ber
  • f
Trucks M ode Cut M 3 Seper at e Li nked 1000 900 800 700 600 500 Boxpl
  • t
  • f
Cut M 3 by M ode

Earthworks Efficiency Project Analysis of Data

D i stance R everse 200 150 100 50 160 140 120 100 80 60 40 20 S 17. 1298 R-Sq 78. 4% R-Sq(adj ) 77. 7% Fi tted Li ne P l
  • t
Rever se = 19. 59 + 0. 6180 Di st ance Count 64 63 Per cent 50. 4 49. 6 Cum % 50. 4 100. Total Hours Percent Locat i
  • n
NB6 NB5 140 120 100 80 60 40 20 100 80 60 40 20 H ours Lost due t
  • Bad
W eat her

Process Outputs: Variation in the inputs will impact on these

  • Excavator waiting time
  • Number of

Removal Wagons

  • Work Methods
  • Reversing Distances
  • Weather Conditions
  • Plant Cycle Times
  • ETC
  • Labour Costs
  • Daily Volumes
  • Plant Hire Costs
  • Cost per M3
  • Daily Progress

Process inputs: These are the critical inputs which needed to be addressed. They affect productivity and cost

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SLIDE 18

Analyse Phase Conclusions

  • Ensure sufficient notice should

be given when suspending works – Weather considered at planning meetings

  • Delivering the Correct fill

quantities based on estimated capacity

  • Adhere to the Delivery schedule

to avoid

  • Number of removal wagons

employed is critical to output – Balance with Excavator capability

  • Parallel working employed where

possible – Alternate Work Methods

  • Using ADT dumpers where

possible – Haul Routes

  • Minimise distance from excavation

to nearest passing point – Lay bys – Turning Circles

Overproduction Waiting Movement Process Inventory Motion Defects

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SLIDE 19

Overall Cost/M3 4020 - 4950

£0.00 £5.00 £10.00 £15.00 £20.00 £25.00 *23-Oct 24-Oct 25-Oct 26-Oct 27-Oct 30-Oct 31-Oct 01-Nov 02-Nov 03-Nov 06-Nov 07-Nov 08-Nov 09-Nov 10-Nov 13-Nov 14-Nov 15-Nov 16-Nov 17-Nov 20-Nov 21-Nov 22-Nov

Date £/M3

Overall Cost per M3 Total Tendered Rate

Performance Improvements… ...Daily Cost per Meter Cubed

  • Location NB5
  • Combined Fill and Cut

Daily cost per cubic meter versus Tendered Value No Earthworks due to Weather Lay-by Introduced

  • Road Wagons Removed.
  • Deposit Cut Material to

Landscape (2 Dumpers)

  • Road Wagons

Removed.

  • Deposit Cut Material to

Landscape (1 Dumper)

  • Road Wagons

used due to Heavy Rain

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SLIDE 20

Improve Phase

Work Flow Planning Sheet

Improve

Generic Process Steps Observed Cycle Times Observed Frequency Driving Distances in Meters Calculated Cycle Times for New Process Enter Plant and Labour Requirements

Work Balance Table

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SLIDE 21 Estimated Capacity at NB6 (M3/Day) 100 200 300 400 500 600 700 800 Proposed Method Total Capacity (M3/Day)

Set Out Work Fill or Cut Fill and Compact Cut and Remove to Tip Set Out Work Fill or Cut Fill and Compact Cut and Remove to Tip Set Out Work Fill and Compact Dig and Aside Remove to Landscape Set Out Work Fill and Compact Dig and Aside Remove to Landscape Set Out Work Cut or Fill Fill and Compact Cut and Remove to Landscape Set Out Work Cut or Fill Fill and Compact Cut and Remove to Landscape Set Out Work Fill and Compact Dig and Aside Remove to Tip Set Out Work Fill and Compact Dig and Aside Remove to Tip

Set Out Work Fill and Compact Dig and Aside to Landscape Set Out Work Fill and Compact Dig and Aside to Landscape

Examples of Different Workflows and their estimated outputs/cost at NB6 Adopted Method Not Possible at NB6 Possible at NB6 Possible at NB6 Possible at NB6

Estimated Cost/M3 at NB6 £ . 00 £ 1 . 00 £ 2 . 00 £ 3 . 00 £ 4 . 00 £ 5 . 00 £ 6 . 00 £ 7 . 00 £ 8 . 00 Proposed Method Total Capacity (M3/Day)
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SLIDE 22

Workshops

  • Identified all Cut and Fill site with minimum haul routes to the Deposition Site.
  • Input information into Work Planning toolkit.
  • Identified best method of working.
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SLIDE 23

Earthworks Efficiency Project Benefits

  • Earthworks activity is near complete
  • Total estimated projected savings are £1.56m
  • Awareness has been raised resulting in many additional improvements

to the Earthworks Processes

  • Alternative deposition sites
  • 130,000 M3 of Recycled Material (VOSA site) reducing imported fill
  • Reconditioning of high moisture content material for recycling to

reduce the qty of imported fill

  • Organisation of 160,000 vehicle movements has resulted in no

complaints of dirty roads

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SLIDE 24

“The cultural spin offs from the process improvement activity employed at M6 Guards Mill are significant. Everyone expects to be challenged; doing it better tomorrow than we did it today is how we do things around here.” Chris Hayton, Project Director

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SLIDE 25

Q&A