LEAN PORTFOLIO PROJECT MANAGEMENT LEAN LEIDEN, MARCH 23 TH 2017 JEROEN TRIEPELS, TEBODIN NETHERLANDS BV

Transcription

1 LEAN PORTFOLIO PROJECT MANAGEMENT LEAN LEIDEN, MARCH 23 TH 2017 JEROEN TRIEPELS, TEBODIN NETHERLANDS BV

2 AGENDA INTRODUCTION AND BACKGROUND CONTINUOUS IMPROVEMENT IN PRACTICE EXAMPLE 1: PORTFOLIO SCHEDULING EXAMPLE 2: PROJECT APPROACH NEXT STEPS

3 INTRODUCTION AND BACKGROUND MSD-GES partnership with Tebodin Overall Engineering Provider (OEP) for 2 sites in Oss All small CAPEX projects by one partner Services: Project Management Engineering Consultancy Procurement Scheduling Cost control Construction management Commissioning & Qualification Started in 2012, contract re-awarded in 2015 Moleneind De Geer

4 INTRODUCTION AND BACKGROUND - CURRENT PORTFOLIO Pojects in hand (dec 1 st 2016): 85 projects Dedicate on site team of Tebodin: ~ 50 employees Key advantages for MSD: Knowing MSD organisation, premises, standards and procedures Dedicted team, easily extended by back-office Full project delivery A-Z Continuous improvement on projects Current challenges within OEP: Large amount of projects (big wave) Large amount of stakeholders Delivery (Q, and t) to business expectations

5 CONTINUOUS IMPROVEMENT IN PRACTICE Taking the next step: from ad hoc to really embedded Embraced LEAN approach, starting with training of people Q LEAN black belt (external) LEAN green belts

6 CONTINUOUS IMPROVEMENT IN PRACTICE Taking the next step: from ad hoc to really embedded Embraced LEAN approach, starting with training op people Q Started with 2 improvement projects dec 2016 Portfolio scheduling Project approach Core team -> awareness training LEAN black belt (external) LEAN green belts Core team

7 CONTINUOUS IMPROVEMENT IN PRACTICE Taking the next step: from ad hoc to really embedded Embraced LEAN approach, starting with training op people Q Started with 2 improvement projects dec 2016 Portfolio scheduling Project approach Core team -> awareness training Next projects identified, team expanded LEAN green belts Experience Core teams

8 CONTINUOUS IMPROVEMENT IN PRACTICE Taking the next step: from ad hoc to really embedded Embraced LEAN approach, starting with training op people Q Started with 2 improvement projects dec 2016 Portfolio scheduling Project approach Core team -> awareness training Next projects identified, team expanded Involve entire organisation LEAN green belts Experience

9 CONTINUOUS IMPROVEMENT IN PRACTICE Taking the next step: from ad hoc to really embedded Embraced LEAN approach, starting with training op people Q Started with 2 improvement projects dec 2016 Portfolio scheduling Project approach Core team -> awareness training Next projects identified, team expanded Involve entire organisation Kata Change in thoughts: Awareness - insight change the rules Cannot changes to can, on condition that. Short cycle improvements Define and execute experiments

10 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. CT = WIP TH

11 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. 12 projects/year CONSTANT Project takes 5 years to finish! Theory: Little s Law: CT WIP TH CT = WIP TH = Cycle Time = Work In Progress = Throughput 60 projects in hand Reduce WIP 12 projects/year 5(CT) = 60 (WIP) 12(TH)

12 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. Obtain insight in projects Theory: Little s Law: CT = WIP TH Practical implementation: Dose the inflow of projects?

13 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. Obtain insight in projects Theory: Little s Law: CT = WIP TH Practical implementation: Dose the inflow of projects

14 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. Theory: Little s Law: CT = WIP TH Obtain insight in projects All effort in emptying reactor Weekly with PM s follow up on close out actions 12 projects/year Practical implementation: Dose the inflow of projects 60 projects in hand fully open

15 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. Theory: Little s Law: CT = WIP TH Obtain insight in projects All effort in emptying reactor Weekly with PM s follow up on close out actions Dose the inflow Buffer with waiting projects Practical implementation: Dose the inflow of projects Sometimes feels counter instinctive: wait with start of project to finish quicker

16 EXAMPLE 1: PORTFOLIO SCHEDULING To deliver CAPEX projects quicker in order to make the business able to adapt rapidly to changing market requirements. Theory: Little s Law: CT = WIP TH Practical implementation: Dose the inflow of projects The result so far: Reduction of WIP: Since 1 st of December % The end goal: Reduction of WIP: - 75 % End therefore CT: - 75 % Aimed for December 2017

17 EXAMPLE 2: PROJECT APPROACH Focus in projects to increase efficiency, quality and delivery while minimizing impact on operational business. -80 %

18 EXAMPLE 2: PROJECT APPROACH Focus in projects to increase efficiency, quality and delivery while minimizing impact on operational business. Theory: The pitstop model -80 %

19 EXAMPLE 2: PROJECT APPROACH Minimize impact of CAPEX projects on the operational business Theory: The pitstop model -80 %

20 EXAMPLE 2: PROJECT APPROACH Focus in projects to increase efficiency, quality and delivery while minimizing impact on operational business. Theory: The pitstop model Why in sec? Perfect preparation Right team, right skills, clear tasks One job/focus for each member Eliminate waiting time Pick up = finish! Condense required handling time Experiment and optimise -80 %

21 EXAMPLE 2: PROJECT APPROACH Focus in projects to increase efficiency, quality and delivery while minimizing impact on operational business. Use pitstop model, first experiment Preparation time Theory: The pitstop model Practical implementation: Implement pitstop model for projects -80 % FEL-1 FEL-2 FEL-3 1 week pitstop Decision time MSD 2 weeks pitstop Decision time MSD 3 weeks pitstop

22 EXAMPLE 2: PROJECT APPROACH Minimize impact of CAPEX projects on the operational business Theory: The pitstop model Practical implementation: Implement pitstop model for projects Use pitstop model, first experiment Spend time for preparation Detailed pitstop schedule Have all stakeholders available Including singing sessions Between pitstops: no action taken (stakeholders and engineers focus on others projects/operations) Total time for engineering: 77 days -80 %

23 EXAMPLE 2: PROJECT APPROACH Focus in projects to increase efficiency, quality and delivery while minimizing impact on operational business. Theory: The pitstop model Practical implementation: Implement pitstop model for projects The result so far: Througput time for engineering: -80 % w.r.t. MSD-GES average The end goal: All projects executed in pitstop model Optimized pitstop model Increased efficiency for all incoming projects

24 NEXT STEPS Continuous improvement

25 NEXT STEPS Continuous improvement Reduce WIP

26 NEXT STEPS Continuous improvement Determine new obstacles to solve Maintain short cycle improvements loops ( experiments ) Of course continu focus on: Minimize WIP Optimize pitstop approach in projects Upcomming improvement projects: Error free from me Quickly deliver Turn Over Packages for start Qualification Reduce time MSD approval flows.

27 THANKS FOR YOUR ATTENTION ANY QUESTIONS?