Lean Construction Ireland Annual Book of Cases 2021 68 l f 2 the six foundations of high performance and the language people used when successful. From this, they created a way to measure and manage both the foundations and the language, thus leading teams on complex projects to high performance.The process used is simple, yet highly effective,with the full support from a committed senior leadership team. Process Steps: 1. Baseline: To establish the baseline, the Higher PerformanceTeam Questionnaire (HPTQ™) was used.This is a questionnaire that captures the team perception of where they are against the six foundations of high performance, also capturing how the team describes current performance,what the team does well and what needs to improve.Based on this data,we had a solid baseline against the six foundations.Through practical application of the model, it has been found on more than 40 complex projects between 2005 and 2021, that high performance occurs above 80%where the language ratio is above 4:1 positive to negative. 2. Analyse: Figure 2: Improvement Areas identified The priority areas identified in the initial analysis (baseline) stage involved improving the‘behavioural skills, accountability and working approach.’This involves the systems being used, and the shared platforms that would accurately manage the project metrics as well as encourage the behaviours that enable collaborative, delivery focused, trust-based relationships that are the hallmarks of a highperformance team. 3. Review: The third step involved reviewing the data with the team and involving them in describing exactly what is needed to improve the performance in the lower scoring areas. 4. Plan: An action plan was then developed with the team.This ensured maximum buy-in by the team as it was ‘their plan.’ 5. Implement: For the implementation step, focus groups were established to focus on the areas requiring attention and these were socialised and shared throughout the business unit. Improvement measures were created and delivered at team meetings, integrated as part of the Ardmac IMS and were soon adopted as the key ways of improving performance of where the team were heading as well as providing a sense of purpose. An updated and improved live RACI (Responsible, Accountable, Consulted, Informed) to clearly identify roles and responsibilities on projects from Pre-tender through Pre-construction, Construction phase and Project close out as well as training plans for skills gaps and new topics for discussion at communications meetings were all created to enable improvement on performance. 6. Track: The team performance was then reassessed/ baselined using the HPTQ™. By focusing on the three areas, then building a suitable action plan and implementing it, we improved performance. As a result, the ‘behavioural skills’ and ‘accountability’ were positively impacted.The overall result was an improvement in the six foundations. Figure 3: Improvement in foundation scores. As a result of the improvements, the individual and team confidence and belief increased, enabling the teammembers to concentrate on further improvements and project delivery. TheArdmac teams have moved from a siloed working approach to a collaborative integrated team approach.This resulted in an acceleration of performance, progress, and delivery.The other benefits included a more creative, solution-focused teamwhich continues on the its high performance team journey. The Project Team baseline against the High PerformanceTeam Foundations was an HPTQ™ score of 69% overall indicating the team was at the Potential Team performance level with an accompanying Language Ratio of Positive 2.9:Negative 1. From this data, we developed an action plan for each multi discipline team across the business unit, which was led by an embeddedTeam Connector.The action plan focused on improving the areas the survey identified as needing to be improved.The action plan was agreed with the team and implemented in stages over the next six months.We conducted a re-baseline, again using the HPTQ™, that showed an improvement in the HPTQ™ score to 75% indicating the team had moved into the Real Team performance level and a Language Ratio of Positive 3.5: Negative 1. This represents an HPTQ™ improvement of 6 points or a 9.2% improvement and an increase in the Language Ratio of 21%. Lean Initiative Improvements & Impact Case 16
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