3.1_Good5Why_CH2MHILL_18June09_LCIDesignForum.pdf

problem solve

1. Please comply with the Lean Construction Institute’s
Usage Policies and Attribution Guidelines at
http://www.leanconstruction.org/usage.pdf
when using this file. Thank you.

2. Good 5-Why
TM
Application in a Design Environment
Good 5-Why is a trademark of Lean Project Consulting (Hal Macomber, [email protected])
LCI Design Forum June 2009

3. [Document Footer]
What is a Good 5 What is a Good 5--WhyWhy
TM
??

Root cause analysis –but different

Stop when and where a variance or
problem occurs –whenever one occurs

Those present explore multiple causes and
countermeasures –going wide and deep

Focus on the issue –not the people

Take action to improve –right away

Training developed and delivered by Lean
Project Consulting

Based upon Training Within Industry
instruction methodologies

4. [Document Footer]
How did we get started? How did we get started? 
Asked team members to call attention to
surprises and problems

Looked for small issues (e.g. plan
variances)

Little complaints are a rich source. “This
is the third time I’ve redrawn this detail.”

“Hey, let’s see what we can learn here.”

Looked at drawings, calcs, sketches,
design guides for clues as we talked

Focused on how and why, not who and
you. Opened the discussion this way.

5. [Document Footer]
What are we seeing? What are we seeing? 
Six Good 5-Whys (G5Y
TM
) in 3 weeks led
by a CH2MHILL facilitator

Generated 12 to 25 improvement actions
for each G5Y

About 2/3 of possible actions taken as
commitments

Most actions within team’s immediate
control

Predicted improvements 2X to 5X time
invested (not counting systemic fixes!)

System-level causes and improvement
actions from every G5Y

6. [Document Footer]
What What’’s it been like? s it been like? 
Generally very positive experience for
participants

Individual’s personal concerns are there in the
open. No blame is essential.

“Ah-ha”moments are common. “You know
what? We struggle with this on every job.”

Free-flowing conversation within a framework

Compelling. Makes group ready to act.

What happens after the G5Y is just as
important. Build support for improvements.

Began seeing variances everywhere!

7. [Document Footer]
Overall assessment Overall assessment 
Real power lies in engaging leadership to
listen and lead these conversations

Potential to be an engine of improvement
and lean transformation

Helps tell the story and spread learning
to others

Making it a personal habit will take work

Developing discipline of checkwill be
critical

8. [Document Footer]
Good 5 Good 5--Why facilitator Why facilitator’’s card s card

9. [Document Footer]
Good 5 Good 5--Why template Why template

10. [Document Footer]
Example Good 5 Example Good 5--Why Why ––piping design rework piping design rework

11. [Document Footer]
Questions Questions
Jeff Loeb, [email protected] CH2M HILL
Industrial and Advanced Technology

12. Why? Why? Why? Why? Why?
Condensate management
1. create condensate mgmt
checklist - a set of questions/concerns
for creating project-specific approach
_______ by 5/1.
2. Provide draft checklist to project XYZ
team to try out. _______ by 5/15
3. See how it worked. Revise checklist
and share it broadly. ______ by June 30.
4. Determine plan to share dept-wide
_____ and _____ by June 30.
Containment design
1. Check out the Chemical Dept standard
Determine if revisions are
needed. _____ by 5/8
2. Check MDS. Advise client if revision
may be needed. _____ by 5/8
3. _____ and _____ - update dept
standard, if needed. Try it out on a project.
Then share department-wide.
Use arrows to depict logic
Date: 4/28/2009 Facilitator: ____________________
Participants:
Condensate piping
rework Condensate drain termination
in BPS containment is
unacceptable to client.
Client's requirements were
determined at the DD review
in the form of a review
comment.
Countermeasures
AHJ acknowledgement not secured
in advance
Site standard practice was not
shared prior to work being
completed
* show 'something' on SD set and
await comment (not proactive)
* det'n & follow pjt precedent
* develop pjt approach
programatically Confirm with AHJ
1. Reroute condensate drain to

storm
2. Confirm with AHJ
Storm drain termination
acceptance by AHJ not yet
established
Problem Statement
No consistent and supported
practice for networking and
sharing experience and
knowledge within communities

of practitioners
* create condensate mgmt
checklist
Install Practical Countermeasures
* inquire as to local std or practice
* det'n & follow pjt precedent
Go Easy on the People
Our standard does not address
these concerns
Don't have a recognized
containment design guide
Don't have our own recognized
condensated mgmt design
guide
Requirements vary by
jurisdiction, client, and climate
Not understood that:
* client relies on dry trench as
visual indicator of containment
integrity, and
* good practice to exclude all non-
process services from containment
Go Tough on the Issue
Don't have a consistent practice

for developing and maintaining

design standards and
checklists
Follow-up Actions
Project and site standard was
either not known or shared so
process team made independent
decision
* check containment standard
* bring system expert into decision
ELIMINATE ROOT CAUSES WHENEVER POSSIBLE
* est. and support CoPs for
sharing knowledge
* assess our practice for
developing and maintaining
design guides
* create a standard addressing
every situation (ughh)
Condensate mgmt approach not
est'd early in phase
Site standard practice not
documented. Client design
standard does not provide clear

guidance.
Advise client
Develop project specific approach
early; incl AHJ involvement
Conduct a Good 5 Why™
* inquire as to local std or practice
* det'n & follow pjt precedent
* Check and revise standard -
especially as it relates to
safety.
* create contnmt design guide
or checklist
Check client standard and
advise client
Client containment design
standard may not address
these concerns especially as
they relate to safety.
© 2009 Lean Project Consulting, Inc. www.leanproject.com
Good 5-Why is a trademark of Lean Project Consulting