focusing on the employees' cultural transformation lean to the enterpri… · the application...
TRANSCRIPT
© Lean Construction Institute
Focusing on the employees' cultural transformationGlaucia Alves – Mehdi El ManssouriWednesday, October 5th
© Lean Construction Institute 2
Portfolio highlights
SUBWAYS Over 900 projects around the world delivered to date
RAILWAYS
REFINARIESROADS
PORTSAIRPORTS
NUCLEARBUILDINGS
PIPELINESWATER
THERMALSHIPYARDS
HYDROMINING
© Lean Construction Institute 3
Amazônia ArenaFirst experience of Lean methods
ANGRA Nuclar plantImplantation of Lean methods
Manaus Thermal plant and Bahia regasification terminalFirst impantation on industrial construction
Formation of Lean internal consultant Lean methods Implantation in BR and Lat.Am markets
Project One: Standardization of the company main processes based on the world’s best pactices
Criation of a unique purpose of AG’s Construction business unit:“Reach the goals set through the devellopment of our human ressources in accordance with AG’s culture principles and in order to reach a level of excellence in operation that we can be proud of”
2011
2010
2013
2012
2014
2013 2015/2016
Phase 01 Phase 02
Our Lean Journey has begun in 2010
Decision to Implant Lean metodds globally
© Lean Construction Institute
Phase 1 approach focused on kaizen events
4
• Based in workshops (7 phases)
• Leaded by consultants (central lean team)
• Decentralized works
• More than 300 workshops in 4 years• Average Productivity increase 18%
• Win/Potential = 49%
• 25 sites with lean projects
• More than 4.000 workers involved
• Saving of US$ 15 mi per year
© Lean Construction Institute
Kaizen events approach showed limitations
▪Improvement was not standardized and the company was not learning with thekaizen conducted
▪Continuous improvement was highlydependent on internal consultants
▪Our approach was reactive and consultants were used as firefighters toreach the goals
Results obtained Limitations identified▪The application of lean methodsallowed process improvement
▪Kaizen events conducted by internalconsultants lead to great results
▪Contract manager in contact withlean methods were convinced thatlean methods could help them toreach their objectives
Instead on focusing on changing the process, we understood that weshould change the people first
© Lean Construction Institute
“The systems reinforcethe desired change”
“I know what I need tochange and I want to do it”
“I see my leadersbehaving differently”
“I have the skills tobehave a new way”
Phase 2 approach focused on changing people
Aligned systems and structure Understanding and commitment
Role Modeling Capability building
A program was strucutured to transform the organizationbased on the Cohen-Bradford Influence model
© Lean Construction Institute
SAT
Aligned systems and structure Understanding and commitment
Role Modeling Capability building
Story cascade Communication
Actions were deployed in each lever
Leaders training Ninjas coach BootcampGemba walks Sponsors Steerco
A3 thinking Process standardization
© Lean Construction Institute
Steering Comitee• Biweekly follow up of the
Project progress by thecompany top executives
• Process stabilizationchecklists to identify gaps
• Pain points questions tocreate commitment
Sponsors Role• Participate to the process
design and the standard redaction
• Train other executive on thestandards
• Responsible to cascade theprocess on their contracts
Gemba Walks• Leadership biweekly present on
the construction sites
• Structured approach to go onthe Gemba
“Role Modeling”
Role modeling was a key factor
© Lean Construction Institute
We began small an conducted a progressive roll-out
6 mounths 1 year 2 yearsDuration
# Ninjas
Focus
Pilot
Shopfloor
Organization
3 40 70
1 project All projects Organization
© Lean Construction Institute
Results allowed a succesfull roll out
10
• Last planner system
• WS lead by engineers
• Decentralized works
• Saving of US$ 65 MM in 2015
• Saving of US$ 60 MM in 2016• Better acceptance
Project managers
Foremen and engineers
© Lean Construction Institute
Lesson learned – Key success factors
- Leadership has to be involved during the whole process;- Attach the same importance to people and process;- Be open to different ideas and backgrounds; - Ensure people understand personally the need to change- Devellop a process to measure progress and economic impact;- Focus on the influence model all the time;- Reinforce that good results are consequence of good processes;- Remember that cultural change takes time and is difficult to succeed.