The Background
Engaged at a major UK airport, we were working with the client and main contractor to increase Value Added Time during the installation of Central Security Area (CSA) lanes in various terminals.
The installation and commissioning of the new security scanners had to meet critical deadlines.
The Challenge
Working in a live airport presented many challenges:
- Work in landside areas must not adversely impact the premium experience of airport users.
- Delivery of materials to the work face could only occur at night and must be choreographed to avoid airport users.
- Security and movements between airside and landside areas add significant challenges to ‘normal’ construction activities.
The Solution
A process map was created by a cross-functional team of stakeholders.
- The team compared, by observation, what actually happened on a night shift to the process map, capturing the actual % of Value-Added time.
- Further wastes and opportunities were identified through direct observation of the process.
The Benefits
Improved Communication. Identified a communication breakdown between the day and night shift.
Identification of ‘Lost Time’. Identified the time lost for parking, clocking in, and travelling to welfare facilities.
‘NABS’ Meetings. Introduced standardised, high quality ‘NABS’ meetings and 'at-site' local start of shift briefings.
Key Metrics
Value Added time improved from 46% to a potential 73%.
27% increase in Value Added Time.
Other KPI's such as 'Delta to TAKT' were also monitored going forward.
