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LEAN Thinking In Leicestershire Mark Stevens Assistant Director (Highways) Leicestershire County Council 30 th May 2014. Coverage. Highway maintenance in Leicestershire Application of the HMEP LEAN toolkit Reshaping service delivery Gully remediation Highway surface defects.

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Lean thinking in leicestershire mark stevens assistant director highways

LEAN Thinking

In Leicestershire

Mark Stevens

Assistant Director (Highways)

Leicestershire County Council

30th May 2014


Coverage
Coverage

  • Highway maintenance in Leicestershire

  • Application of the HMEP LEAN toolkit

  • Reshaping service delivery

  • Gully remediation

  • Highway surface defects


Highway maintenance in leicestershire
Highway Maintenance in Leicestershire

An HMEP contributor …..

1. Potholes Review

2. Potholes Review follow-up report

3. LEAN toolkit for highway services

4. Collaborative Alliance Toolkit

5. Standard Specification

6. Standard Contract

7. CQC Project

8. Client Capability/Intelligent Client Project

9. HTMA Collaborative Contracting Strategy

And associated with …

HMEP Design Assurance Group

Institution of Civil Engineers

Highway Term Maintenance Association

ADEPT

Midlands Highway Alliance




Lean thinking in leicestershire mark stevens assistant director highways

Politics versus policy!

  • Political dimension (post-May 2013 election):

  • Maintain NHT position

  • Spend less in the longer term

  • Happy to inject one-off capital to improve

  • Too many complaints about highways

  • Taking too long to deal with defects

  • Not getting back to customers

  • Policy

  • Response times agreed in November 2011 in Highway Maintenance Policy

  • Up to 14 days for inspection

  • Cat 1 repairs in 3 days

  • Cat 2 higher repairs in 28 days (unofficial since April 2013)

  • Cat 2 repairs in 90 days

  • Just get the work done but no customer feedback requirement when CSC introduced in 2007!

  • Net effect was the requirement for a ‘CSC/Highways Review’



Cat 2 higher repairs up to 28 days
Cat 2 higher repairs (up to 28 days)

Mean: 34.3 days

StdDev: 26.46 days





Lean thinking in leicestershire mark stevens assistant director highways

Application of the HMEP LEAN toolkit

Scoping Stage

Set Up Stage

Operate and Continually Improve Stage

Discovery Stage

HMEP

LEAN

Project

Lifecycle

Implement Stage

Design Stage

Prototype Stage


Lean thinking in leicestershire mark stevens assistant director highways

Reshaping blocked gully remediation

  • Issues to be tackled:

  • Customer service agents’ incomplete information collation

  • Low visibility of forward works programme

  • High % of reported blocked gullies actually blocked!

  • Poor link between clerks of works & drainage co-ordinator

  • Too many gullies being hand-dug by gully emptier crews

  • General backlog of blocked gullies – 18 month cycle

  • Gully emptier crews diverted from routine cleansing for investigation works

  • General inefficiency of 6 gully emptiers (4 routine, 2 reactive)

  • Travel time to Billesdon depot (‘Living Water’) excessive




An altered service
An altered service …..

  • Changes made:

  • Clerk of works/drainage co-ordinator

  • briefed customer service agents & 3

  • months works schedule provided

  • 6 clerks of works based in operational

  • control room on weekly rota, addressing

  • county-wide blocked gully requests

  • Clerks of works & drainage co-ordinator programme non-scheduled blockages to gully emptiers

  • Entirely full road gullies hand-dug by labouring gang (short-term)

  • Drainage investigation vehicle (CCTV, low pressure jetter, rods)

  • Disposal of gully waste at Whetstone tip (close to main depot in south of Leicestershire)


Positive effects
Positive effects

  • A LEANer service has meant

  • Improved first point of contact for customers – clear outcomes

  • Backlog of blocked gullies cleared within 3 months

  • Gully emptiers averaging 80-90 gullies per day

  • 12-month cleansing cycle achieved – and falling …..

  • 5 routine gully emptiers & 1 reactive – scope to reduce to 5 total

  • Investigation vehicle identifying remediation work

  • Reports resolved at first point of contact

  • Customers advised by clerk of works or automated emails of completed gully clearance

  • 89% reduction in response time (Cat1 reduced from 20.66 days to 0.82 days; Cat2 higher reduced from 92.22 days to 10.57 days; Cat 2 reduced from 56.84 days to 9.07 days)


Reshaping highway surface defects
Reshaping highway surface defects

  • Issues to be tackled:

  • Queuing at quarries for materials

  • Quality of temporary reinstatement material

  • Volume of Cat1 tickets – 3 days or 76 days?

  • Quality of all works tickets – inconsistency/works schedule

  • Cat1 temporary repair done but Cat2 repairs left?

  • Errors or inadequacies on 15% of works tickets

  • Incomplete information provided (temp lights?)

  • Clashes with programmed work

  • HMS Confirm inundated with non-urgent Cat2 repairs (e.g. surface dressing/slurry seal pre-patching)

  • Inaccessibility of officers for time-critical decisions




An altered service1
An altered service …..

Changes made:

  • HMS Confirm for reactive works – purged of planned work

  • Forward programme of works identified – shared access

  • Inspectors identify the work with photos – no ordering

  • Assistant Engineer on OCR weekly rota

    – cross-county review of Cat1 & 2 requests

    – reviews for programme clash

    – assesses traffic sensitivity

  • Technician converts inspector data into works

    tickets that are consistent

  • Hotboxes leased and filled in afternoon

  • Trial of ‘semi-permanent’ reinstatement material

  • Cat2 higher tickets (28 days) – 6 roadmenders

  • Gang link to OCR with phone tablets


Potholes
Potholes!!!!!!!!!!

Time for a re-think …..

  • High failure rate on previous temporary material – 25%

  • Cat1 tickets always accompanied by Cat2 tickets – issue of volume

  • Viafix Quick or Instamac Orange?

    Impressive outcomes …..

  • Rave gang reviews!! Workability

  • No failures in 4 months

  • No need for Cat2 tickets

  • Cost and time savings

  • Increased work output


Estimated savings
Estimated savings!!!!!!!!!!

Instamac Green cost:

(£94.96 + 25% £94.96) x 7,000 = £830,900

Cost for Viafix Quick = £66.03 x 7,000 = £462,210

Cost for Instamac Orange = £58.41 x 7,000 = £408,870

BUT

  • Only half-way through 6-month trial

  • Blend of Viafix/Instamac to be used

  • Degree of permanency of repair to be assessed


Positive effects1
Positive effects:

  • No waiting in quarries – top-up material immediately available

  • No errors in works tickets so no abortive visits

  • No delays in time-critical decisions

  • Reduction in Cat1 tickets but increase in Cat2 Higher tickets

  • Reduced volume of reactive work in HMS Confirm

  • Highway inspectors’ time released

  • Scope for reinstating 6-monthly rural inspections

  • No clashes with programmed work

  • Greater alignment between Cat1 and Cat2 works

  • and performance improvements …….


Performance improvements
Performance Improvements

Improvements have been made in the time taken to repair defects raised by customers:

(Averages taken for January to April 2014)

N.B. Above times exclude max 14-day inspection period


Improved reliability
Improved reliability

Service reliability is also improving:

N.B. Above times exclude max 14-day inspection period





Lean thinking in leicestershire mark stevens assistant director highways

Thanks for listening!!

mark.stevens@leics.gov.uk

0116 305 7966