Energy Brochure

WELTY LEAN EXCELLENCE

OVERVIEW
The Welty Energy Business Model is comprised of 3 key components as follows:
Continuous Improvement
Project Management
& Associated Tools
Lean
The Lean mindset and culture, involving empowered teams, focus and ownership of where the
work is done (aka. Gemba), focus on safety, and utilizing Visual Management facilitates a greater
ability to recognize and incorporate opportunities for Continuous Improvement. This is the
advantage Welty brings.
The manner in which these components are used and integrated, and how they complement each
other, creates this Best-In-Class system as a standard in Welty Energy. This approach gives us
an ideal and ever-improving execution on projects, achieving completion earlier than schedule
and under budget. In some cases, this also helps complete a larger scope within the established
schedule and outages, equating to more work being completed for the same budget.
Studies show that Lean projects were 20% better to schedule and 35% better on Budget than the
“typical” project. Additionally, studies cited by the Lean Construction Institute show a statistically
significant correlation between high Lean intensity projects and likelihood to complete ahead of
schedule and under budget. This showed a 3x and 2x better performance respectively.

WHY LEAN?
• There is a relentless commitment to banishing waste and maximizing value.
• Empowered teams identify sources of waste in the value stream and are empowered to act
and remove the waste.
• Visual management allows transparency to see the abnormal immediately, making
information available at a glance.
• Studies show than Lean projects perform 20% better to schedule and 35% better on budget
than the “typical” project.
WHY WELTY LEAN EXCELLENCE?
• Studies show a statistically significant correlation between high Lean intensity projects and
likelihood to complete ahead of schedule and under budget. This sowed a 3x and 2x better
performance respectively. (credit: Lean Construction Institute)
• Proacitve approach to Risk and Risk analysis.
• Consistent processes for reporting on a timely basis, with visuals to understand at a glance.
Project Management Phases
INITIATING PLANNING EXECUTING MONITORING CLOSING
Reporting/Forecasting/Invoicing
Pre-Planning Planning Execution
Commissioning &
Check Out
Close Out
Immediate Benefits
Continuous Improvement Opportunities
$ and Time Saved

CONTINUOUS IMPROVEMENT
Continuous improvement is an ongoing effort to improve products, services or processes. These
efforts can seek “incremental” improvement over time or “breakthrough” improvement all at
once.
Striving for continuous improvement in all we do means a constant awareness to maximize value
and eliminate waste. The Welty Project Management Method employs many tools to facilitate
this process, but the common approach across all, is the Plan-Do-Check-Act cycle while
establishing new standards and new common practices along the way.
This monitors changes in the project. It takes into consideration the amount and types of issues
that arise and how quickly they are addressed. These can occur from unforeseen issues,
scope changes, or changes in conditions. During this time, project managers may need to adjust
schedules and resources to ensure the project remains on track.
Among the most widely used tools for continuous improvement is a four-step quality model—the
plan-do-check-act (PDCA) cycle, also known as Deming Cycle:
PLAN
Identify an opportunity and
plan for change.
DO
Implement the change on
a small scale.
CHECK
Analyze the results and
determine whether it made a
difference
ACT
Implement change and
assess results.