1. LEAN Management in the
engineering design
by Daniel Hoscilo

2. What is LEAN?
“Lean provides a way to do more with less while coming closer to
providing customers with exactly what they want.”
Essentially LEAN is a way of thinking.
It was developed by the Japanese car manufacturing giant
Toyota and continuously improved over many years. Using
LEAN techniques, Toyota has grown to be the largest car
manufacturer in the world.
The objective of lean is to continually improve process effi-
ciency, quality and time. Lean aims to meet the needs of
the customer and reduce costs by systematically eliminat-
ing waste, allowing better use of people and assets.

3. Myths about LEAN?
Limited to Manufacturing
Lean can be applied to any organization irrespective of size or the
nature of the product or service the organization provides.
Focused on cutting staff numbers
LEAN is focused on elimination of waste. Provides an increase in
productivity and quality with a simultaneous reduction in cost and
delivery time to the customer.
It is a quick fix solution
Lean is about challenging the way things are done and opening our
eyes to that waste and inefficiency. The environment in which an
organization operates will continue to change and that requires time. It
is an ongoing process.

4. 4 LEAN
Principles
Specify value:
Know what is
important to the
customer of the
process
Identify and
Eliminate
Waste: From
the process
Smooth the
Flow: Allow work to
pass freely through
the process without
disturbance
Pursue
Perfection: Make
improvement a
habit

5. Recognize
the need for
change
Establish key
improvement
objectives
Find lean
leader
Identify
and
prioritize
Find the
opportunities
for
improvement
within the
organization
Deliver the
opportunities
Action required
depends on the
nature of the
opportunity being
pursued
Sustain the
improvement
culture
Create a virtuous
circle of lean
process
improvement
Step 1
Step 4Step 2 Step 3
1 Process of becoming LEAN

6. 2 Staff role in applying LEAN.
LEAN is only as good as the people that make it happen. Critical
element is that local teams undertake the improvement activities
in their work area.
Involvement of those affected by the change ensures the gains
can be sustained once they have been made. It is equally
important that company will provide all required support.
Staff need to know what to do, how to do it and when to do it.
Highways Agency /BBMM are run by Chris Jenkins
who is a Lean Improvement Manager. He is an
experienced lean coach who is responsible for
implementing lean visual management techniques
across Highways Agency Area 4 and Area 10.

7. 3 Tools
Over the years number of tools was developed to support
successful deployment of LEAN. Right tools and are core
element to enable the organization to apply all principles of
lean.
The tools allow local improvement teams to understand the
value stream of their process and identify the waste and
remove it. There are also tools that smooth the flow through
the process and ones that help to maintain lean processes.
Currently at Highways Agency Collaborative Planning, Six
Sigma (DMAICT) and Highways Agency Lean Maturity
Assessment Toolkit (HALMAT) are leading tolls used for
implementing LEAN.

8. 4 DMAICT diagram

9. 5 BIM + LEAN. Will this work?
BIM is a workflow process to provide virtual design and building
information to projects. The most powerful aspect of BIM is the
"I,” the information. It is the communication/transfer/delivery of
project information to Owners, Contractors, Trade Partners, and
even governmental agencies. And this is the area where LEAN is
really about to shine.
Within Jacobs we can best utilize BIM in a Lean Design workflow
through a number of practices such as:
- Investigate design options early and digitally
- Become the project’s model manager. Organization capable to
integrate model and non-model (usually Microsoft Excel) data
into a BIM project have an advantage
- Use TVD (Target Value Design) as defined earlier
- Optimize our Construction Documents
And many others.

10. 6 Proven benefits – M40 J15
Savings
Of
24k to 312k
Planning method
used across
different projects
Recover
3 months
delay
21% reduction in
surfacing
programme