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February 2013
Contents
Chapter 1 Introduction
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Chapter 7 Reporting
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Glossary of Terms
Project This is the Lean Intervention and does not refer to the scheme as a whole
NAO National Audit Office
Lean Tracker The online tracker used to record and update the progress of benefit capture,
available on the HA Lean Portal
Planned Benefit The benefit that is anticipated at the start of the scheme
Realised Benefit The benefit that has been captured and measured
Lean Deployment Office The HA team responsible for the implementation of Lean Deployment
Chapter 1
Introduction
The purpose of the HA Lean Division is to lead, support and enable the implementation of Lean
techniques to achieve continuous performance improvement across the HA supply chain.
The over-riding objective is to reduce the cost of delivering HA projects and maintenance while at
the same time improving the quality of the product delivered and improving delivery performance.
Specifically this means:
Chapter 2
What is a benefit?
Financial
Non Financial
Chapter 3
1. Plan
Benefits
(BRCF Part B)
2. Measure
Benefits
3. Realise
Benefits
(BRCF Part C)
Lean Tracker
4. Analyse &
Report
Benefits
Reporting
The anticipated date when the benefit will be realised is identified and recorded in section B of the
BRCF. This sets the initial aim for realising the benefit and the prompt for the completion of Section
C. Depending on the type of intervention this date may be:
It is recommended that Lean Practitioners seek advice and guidance from an HA Technical Manager
when completing the BRCF.
It is important that these targets are real and that the key players accountable for delivery are
committed.
Step 2 Measure Benefits:
Measuring the Benefit the ongoing review of the planned benefit through the period of the lean
intervention.
During the life of the Lean Intervention the Lean Practitioner reviews and updates the status of the
project, which may include the planned benefits. The expectation is that this review will be
undertaken monthly through the Commentary section of the HA Lean Project Tracker .
Practitioners and secondees will also have the opportunity to discuss project developments with HA
Technical Managers via monthly telephone conferences, bi-annual seminars and Lean conferences.
The Lean Practitioners during Step 2 will continue to capture evidence to support the benefits
claimed.
Step 3 Realise Benefits:
Realisation of the Benefit
At completion of the intervention (i.e. at the date identified in section B of the BRCF) the actual
benefit realised can be assessed in each of the categories set out in section B of the BRCF.
The actual benefits achieved are recorded in Section C of the BRCF and signed off by the Lean
Practitioner and the Lean Champion/Sponsor.
Benefits claimed must be supported by factual evidence therefore an evidence trail should be kept
by the Practitioner to substantiate the information presented in the Benefits Realisation Capture
Form (BRCF). The quality of evidence required to support realised benefits in the BRCF should be
defined and communicated to Lean Practitioners. This may include, but is not limited to, the inclusion
of:
The signed BRCF is submitted to the Lean Deployment Office. The evidence trail is finalised and
archived by the Lean Practitioner for future review and audit if necessary. This mechanism creates
agreement on how to finalise the measure of the benefits and the quantum.
Step 4 Analysing and Reporting Benefits:
The objective of Steps 1 to 3 is to capture real benefits in a structured and auditable way.
The objective of Step 4 is to report to the HA Board and if appropriate to DfT and Treasury the
benefits delivered through deploying lean interventions, techniques and methods. This will be a
combination of realised benefits captured using the BRCF, and planned benefits which could be
delivered in the future. Planned benefits will be identified by the Lean Deployment Office through
analysis of the real benefits reported as planned or realised.
A benefits report will be produced monthly for submission to the HA Board Sponsor, and six monthly
for submission to the HA Board. Submissions to DfT and Treasury will be as required by the HA
Board.
The Lean Deployment Office is accountable for ensuring that the benefits process has been properly
followed, will scrutinise the figures presented by Lean Practitioners and if necessary will undertake a
full review with the Technical Manager and Lean Practitioner to verify the benefits claimed. Each
year a sample of all BRCFs submitted to the Lean Deployment Office will be audited for compliance
with the guide. This will include a check on the evidence trail maintained by the Lean Practitioner.
The Lean Deployment Office will check and be responsible for double counting of benefits.
Chapter 4
Types of Benefit
For consistency of reporting, benefits are categorised under six main headings.
Cost
Time
Quality
Safety
Sustainability
Culture
Note - The Practitioner does not need to apply all 6 categories but should consider each of the
categories as a way to define and demonstrate the planned benefits as the BRCF is developed.
Below are examples of each.
1. Cost For example an activity which previously required a gang of 6 workers which now can be
done by a gang of 5 would be a cost reduction benefit.
2. Time For example an activity which previously required a gang of 6 workers over a 6 week
period now reduced to a gang of 6 over a 5 week period is a reduction in time benefit. This will
normally also result in an associated cost benefit.
It may be that a reduction of an activity duration may also lead to an overall reduction in scheme
duration i.e. a reduction of time on critical path activity, with a resulting reduction in scheme on cost.
This should also be identified as both a Time and a Cost benefit.
3. Quality This can be quantified and measured in a number of ways. An example is a reduction in
reported defects. Another Quality measure could be where a scheme has identified an improvement
opportunity such as a better method of drainage where the length of pipe is increased resulting in
fewer joints therefore reducing the risk of joints that could fail.
4. Safety Can typically be measured by reduction in lost time accidents and reduction in incidents
and near misses/ or reduction in exposure to risk such as reduced roadside working hours.
5. Sustainability - Can typically be measured where operations such as lorry movements can be
reduced with a corresponding reduction in carbon footprint.
6. Culture Creating a collaborative environment where all members of the team are committed to
delivering continuous improvement is a cultural benefit. Cultural benefits are typically measured by
employee and workforce satisfaction surveys.
Any other benefits that do not fit into one of the above should be categorised as Other.
There may be additional benefits that were not originally envisaged during the planning stage. These
should be recognised and recorded where applicable (E.g. A time benefit also realises a safety
benefit).
Chapter 5
The responsibilities of the key players involved in the Benefits Realisation process:
These roles and responsibilities are described in greater detail in the Lean Deployment Office
Handbook.
Role
Responsibilities
Lean Practitioner
Technical Manager
Lean Champion/Sponsor
HA Project Manager
Chapter 6
Worked Examples
The following text demonstrates 3 worked examples which are based on 2 schemes and 3 specific
interventions;
Scheme 1
Viaduct Strengthening
Intervention 1 Collaborative Planning Construction (Example 1)
Scheme 2
Motorway Widening
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Chapter 7
Reporting
Benefits will be reported on an end March financial year basis using data from the Benefits
Realisation Capture Form (BRCF). Reports will be structured around Planned Benefits, from section
B of the BRCF, and Realised Benefits from section C. The intent of the reporting is to encourage
and demonstrate continuous improvement, so comparison between this years performance to date
and prior years performance to date will be a feature of the report. As the use of the process matures
reporting will cover all categories of benefit, initially only cost savings will be reported.
Reports will be produced monthly and summary reports six monthly for submission to the HA Board.
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