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 • � Successes and barriers • � Lessons learnt so far 2. Lean Earthworks case study
M6 Guards Mill scope of works
Lean Sigma on M6 Guards Mill £4.77m of efficiency savings 3% net benefit on £120m construction budget over 2.5 years • � £1m total investment • � 27 Lean Sigma projects • � Target costed pilot scheme/Dedicated improvement team on site
Lean Sigma in company strategy Building on M6 success… Business Improvement strategy focused on operational excellence: • � Focus on target areas • � Full ownership by Business Units • � Centralised reporting and governance Centralised Lessons Learnt process • �
Capturing Lessons Learnt Lessons Learnt Process ROMS Submissions Improvement Evidence Coordinators Continuous Improvement Best Practice / Lessons Learned Continuous Improvement Evidence Champion Adoption of Best Practice EVIDENCE Bid Submissions
Successes and Barriers Cultural Barriers Business Improvement strategy focused on operational excellence: 1. � “It’s extra overhead – can’t afford it…” 2. � “It’s all just good project management…” 3. � “Every project is different…”
Successes and Barriers People…Pace…Passion 1. � Advocates with operational gravitas 2. � Senior management buy in and commitment 3. � Resilient Lean Sigma resources
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
M6 Extension – Carlisle to Guards Mill � Application of Lean Sigma to Earthworks Logistics & Efficiency
Earthworks Efficiency Project Quad of Aims Purpose Stakeholder Benefits • � Deliver to Program • � To improve efficiency of earthworks movements in terms of cost per cubic • � Reduced Labour Cost meter • � Reduced Plant Hire • � Increase equipment utilisation • � Optimise labour resource Deliverables Success Criteria • � Improved employee satisfaction • � 10% reduction on target cost • � Best Practice Guide • � Achieved Compliance • � Procedures for ongoing controls and • � Improved Plant Utilisation Monitoring • � Reduced Labour Costs • � Improved Safety ne � De fi
Debog (620 � Debog (620 � – � 1400) � – � 1400) � High Level Process Map � High Level Process Map � Load Dumper � Load Dumper � with Cut � with Cut � Drive to � Drive to � Dump Cut � Dump Cut � Material � Material � Stone � Stone � Exc (40t) = 1.5 min/lL � Exc (40t) = 1.5 min/lL � Tip � Tip � Material � Material � Exc (25t) = 3.5 min/L � Exc (25t) = 3.5 min/L � Stockpile � Stockpile � Delivered � Delivered � Stone � Stone � Ave time leave � Ave time leave � Yes � Yes � excavator � excavator � – � – � return � return � to excavator = 12 � to excavator = 12 � mins � mins � Request � Request � No � No � Fill Needed � Fill Needed � Fill from � Fill from � Return to � Return to � Stock � Stock � Access to Excavator � Access to Excavator � Site � Site � Yes � Yes � Load � Load � No � No � Tip Stone � Tip Stone � Dumper � Dumper � Yes � Yes � Access to Hole � Access to Hole � Position and Load � Position and Load � Key � Key � to Hole � to Hole � Dumper = 3.66 � Dumper = 3.66 � mins (25t exc) � mins (25t exc) � Non � Non � – � – � Value � Value � Adding � Adding � No � No � Wait � Wait � Value � Value � Dozer � Dozer � Adding (Cut � Adding (Cut � Stone to � Stone to � Process � Process � Wait � Wait � Hole � Hole � Value � Value � Adding (Fill � Adding (Fill � Process) � Process) �
Opportunity for Improvement Based on 170 cubes per hour from work study calcs Cubes Lost/Day Total Cost Double handling Dumpers used to move stock (approx 2hrs/day) 340 @ £1.45 £9860 Additional plant (1 x 25 tonne excavator) £4140 Restricted Access for Plant/Deliveries Excavator waiting for Dumper (approx 50mins/day) 141 @ £1.45 £4089 Additional Waiting Time Waiting for replacement Plant ???? Waiting for Documentation 340 @ £493 £1.45 ???? Waiting for Engineer Unforeseen Ground Conditions ???? Smaller load capacity ???? Deviation from normal working Rework £1314 NCR 0003 (30m x 30m excess dig) Other ???? Fuel £19,896 Total Estimated Efficiency Loss
Current Performance…Daily Cost per Meter Cubed Overall Cost/M3 4950 - 5600 (Debog) • � Location NB6 £25.00 Overall Cost per M3 • � Combined Fill and Cut Total Tendered Rate Daily cost per cubic metre £20.00 minus Tendered Value £15.00 £/M3 £10.00 • � Average Observed Performance = £5.00 £11.42/Metre Cubed • � Tendered Rate = £7.21/Metre Cubed £0.00 01-Nov 02-Nov 03-Nov 06-Nov 07-Nov 08-Nov 09-Nov 10-Nov 13-Nov 14-Nov *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 Date Overall Cost/M3 620 - 1120 (Debog) • � Location NB3 £10.00 £9.00 • � Combined Fill and Cut Ave Cost per M3 per Day £8.00 Tendered Rate Daily cost per cubic metre £7.00 Cost/Cube £6.00 minus Tendered Value £5.00 £4.00 £3.00 • � Average Observed Performance = £2.00 £1.00 £3.08/Metre Cubed £0.00 02-Oct 03-Oct 04-Oct 05-Oct 06-Oct 09-Oct 10-Oct 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 • � Tendered Rate = £4.421/Metre Cubed Date
Measure Phase Conclusions • � • � Stockpiling requires double Unforeseen ground conditions handling and therefore reduces force a change to normal capacity and additional plant working practice – � Erratic deliveries from quarry – � Wrong Plant Size – � Called off greater than capacity – � Additional work e.g. deeper excavation • � Inefficiencies exist which • � reduces potential output Non-Conformance – � Restricted access to and from – � Abandoned work and rework tip • � Unplanned waiting time yet to – � Restricted access to be measured excavation – � Plant breakdown time – � Waiting for Wagons – � Documentation etc
Cause and Effect Diagram Method Environment People Inappropriate starting point for works M/C running over unsuitable ground Poor Weather Conditions M/C running over unsuitable ground Poor Planning Forced too used smaller trucks Lack of understanding Cant load enough Forced to stop work People don’t understand work requirements Not enough trucks Poor Communication Held up by Destructive Search Constrained access Lack of Earthworks Experience Takes Longer than planned Excessive Excavator Movement Wrong Truck Location Constrained access Waiting for Engineer Cant contact engineer Engineer looking for transport Earthworks Reduced Efficiency Double Handling M/C Waiting Stone has to be Stockpiled Waiting for Compact Test Erratic Delivery Times Only one Contractor Wagons Travel Together Other Priorities Hole not ready Waiting for Catscan Single track access Engineer Unavailable Unsuitable Ground Other priorities Not enough scanners Waiting Paperwork Waiting for Drawings Drawings not Finished Insufficient Working Hours (7.30 -5.00) Trucks smaller than planned Unsuitable Ground Plant moved to other area causing additional costs Lack of Understanding by Planners Drawings not ready at planned start Materials Planning Equipment
Earthworks Efficiency Project Analysis of Data Process Outputs: I Chart of Idl e 1 Variation in the inputs 400 1 UCL= 328. 6 will impact on these 300 ue V al • � Daily Volumes 200 dual vi 100 _ ndi X= 67. 4 Indi vi dual Val ue Pl ot of Loads R em oved vs N um ber of Trucks I 0 120 • � Labour Costs 100 - 100 R em oved 80 LCL= - 193. 7 - 200 1 3 5 7 9 11 13 15 17 19 21 Loads • � Plant Hire Costs 60 O bservati on Boxpl ot of Cut M 3 by M ode 40 1000 20 900 • � Cost per M3 • � Number of 0 2 3 M 3 800 Num ber of Trucks Cut Removal Wagons 700 Fi tted Li ne P l ot • � Daily Progress Rever se = 19. 59 + 0. 6180 Di st ance • � Excavator waiting time 600 160 S 17. 1298 R-Sq 78. 4% 140 R-Sq(adj ) 77. 7% 500 120 R everse Li nked Seper at e 100 • � Work Methods M ode 80 60 H ours Lost due t o Bad W eat her 40 140 • � Reversing Distances 20 100 120 0 0 50 100 150 200 80 Hours 100 Process inputs: These are D i stance Percent 80 Total 60 • � Plant Cycle Times the critical inputs which 60 40 40 needed to be addressed. 20 20 They affect productivity • � Weather Conditions 0 0 Locat i on NB5 NB6 Count 64 63 and cost Per cent 50. 4 49. 6 Cum % 50. 4 100. 0 • � ETC
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