dick bayer may 16 2011 n.
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Lean Construction Principles

Lean Construction Principles

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Lean Construction Principles

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  1. The Lean Construction Institute Dick Bayer  May 16, 2011 Lean Construction Principles

  2. Background Use the contract to influence how we do work on the project Try partnering to influence how we do work on the project

  3. Background A R O Change the operating system Change the observer

  4. How do we manage projects now? • Determine client requirements including quality, time and budget limits. Design to meet them. © 2011 Lean Construction Institute

  5. How do we manage projects now? • Break project into activities, estimating duration and resource requirements for each activity and placing them in a logical order with CPM © 2011 Lean Construction Institute

  6. How do we manage projects now? • Assign or contract each activity, give start notice and monitor safety, quality, time and cost standards. Act on negative variance from standards © 2011 Lean Construction Institute

  7. How do we manage projects now? • Coordinate with master schedule and weekly meetings © 2011 Lean Construction Institute

  8. How do we manage projects now? • Reduce cost by productivity improvement • Reduce duration by speeding each piece or changing logic © 2011 Lean Construction Institute

  9. How do we manage projects now? • Improve quality and safety with inspection and enforcement © 2011 Lean Construction Institute

  10. Traditional project management: A coherent common sense Operating System Organization Commercial Command & Control Transactional Activity Centered (CPM) © 2011 Lean Construction Institute

  11. LEAN PROJECT management: A MORE coherent common sense Operating System Organization Commercial Relational Collaborative Flow Centered © 2011 Lean Construction Institute

  12. Lean Techniques and Processes • Three opportunities of lean construction and design: • Impeccable coordination • The project as a production system • The project as collective enterprise

  13. Impeccable coordination • Understanding the work • Collaborative planning • Reliable promising Lean Techniques and Processes

  14. SD CD DD Understanding the Work: Traditional Process Lean Techniques and Processes ≤100% Pre-Construction Services Construction Common Understanding Owner Architect Hired Engineers Hired CM/GC Hired Major Trades Hired

  15. Understanding the Work: Lean Project Lean Techniques and Processes 100% Pre-Construction Services Construction Common Understanding Owner Architect Hired CM/GC Hired Engineers Hired Major Trades Hired Valid. Concept Design Implementation Time

  16. Lean Techniques and Processes

  17. The project is complete when 35 units have been processed by each of seven trades in sequence. The trades come onto the project a week apart. Work is completed and available to the next trade once a week. The trades work in sequence, with each following trade able to work only on what was produced in the previous week by the prior trade. Work is done by rolling a die (singular of ‘dice’) and passing the number of units rolled—up to the number of units the trade has to work on. The number rolled represents the amount of work accomplished each week by the crew. On average each crew is able to produce one unit of work in the week. Parade of Trades: Assumptions 18 © 2009 Lean Construction Institute

  18. Parade of Trades Move 35 units of work through 7 trades. Work is completed at the end of the week and passed to next trade. Place materials on table as shown. Chips (the units of work) & Score Sheet Die Concrete Paint Mason Electrical Facade Plumber Carpenter 19 © 2009 Lean Construction Institute

  19. Parade of Trades • Distribute score sheets as directed • Chips on the left of Concrete • Establish queue spaces between each trade and cup at end. • Give die to Painter • FUNDAMENTAL RULE: Chips move right, dice move left 20 © 2009 Lean Construction Institute

  20. Parade of trades Mason rolls 2, moves 2, leaving 1 in inventory. Hands the die to Concrete. Records the result. 21 © 2011 Lean Construction Institute

  21. Parade of Trades Concrete rolls 3 and moves 3 chips. Hands the die to the painter! Records the result. End of Week 1 Painter says, “Beginning week 2” Die passes left all the way around the circle to the Mason. 22 © 2011 Lean Construction Institute

  22. Parade of trades Week 2: Mason rolls 2; passes 2, 1 in inventory. Mason records 2, hands die to Concrete. Concrete rolls 2, passes 2, records. Hands die to Painter. Painter says, “Beginning week 3.” 23 © 2011 Lean Construction Institute

  23. Parade of trades Week 3: Facade rolls, passes & records. Hands die to Mason. Mason rolls, records and hands die to Concrete. And so it goes. © 2011 Lean Construction Institute

  24. Parade of trades Mason Die Facade Concrete Chips 35 Carpenter Keep passing the die to the left! Paint Plumber Electrical Die 25 © 2009 Lean Construction Institute

  25. Parade of Trades Record the week each Trade finishes. Sum and record the Available Capacity for all Trades. Sum and record the total Remaining Inventory for all Trades except Concrete. Note the highest amount of Inventory in any week for each trade. Call out scores when asked. 26 © 2011 Lean Construction Institute

  26. Parade of trades • Scheduling: • How many weeks will it take you to move 35 pieces of work through 7 trade stations? • Profitability: • What’s the number of resources you will use to move 35 pieces of work through 7 trade stations? 27 © 2011 Lean Construction Institute

  27. # Weeks to Complete RESULTS # Weeks to Complete Worst Average Best 28 © 2011 Lean Construction Institute

  28. Collaborative Planning • Delay decisions to last responsible moment • Use Pull Planning to Create Schedules • Reliability of work flow • Only do work to release downstream crews (important also in design) Lean Techniques and Processes

  29. Collaborative Planning Chilled Water Plant– 3-D BIM model, located the equipment on the pad, connected the piping and identified the hangers . . . Lean Techniques and Processes

  30. Collaborative Planning: . . .then designed the structure to carry the building components Lean Techniques and Processes

  31. Collaborative Planning • Short loop design iterations using budget as a design criteria Lean Techniques and Processes

  32. Create Analyze Converge Decide Collaborative Planning: Set Based Design Lean Techniques and Processes

  33. Reliable Promising: in Design and Construction • Pull planning for design efforts Lean Techniques and Processes

  34. Reliable Promising: in Design and Construction Lean Techniques and Processes

  35. Reliable Promising: in Design and Construction Lean Techniques and Processes Movie Time

  36. Impeccable Coordination & Production System Design © 2011 Lean Construction Institute

  37. Begin with blank card Goal is to produce a card that looks like this . . . © 2011 Lean Construction Institute

  38. © 2011 Lean Construction Institute

  39. Station 1 performs any necessary layout for installation © 2011 Lean Construction Institute

  40. Station 2 is responsible for assuring batch size Batches of 5 must be punched and secured with a paper clip © 2011 Lean Construction Institute

  41. Station 3 is responsible for installing the green dot © 2011 Lean Construction Institute

  42. Station 4 is responsible for installing 3 red dots © 2011 Lean Construction Institute

  43. Station 5 is responsible for installing the yellow dot © 2011 Lean Construction Institute

  44. Station 6 is responsible for installing star on yellow dot © 2011 Lean Construction Institute

  45. Phase 1 Logistics Workstations in work flow sequence Materials located at workstation Workstations 2-7 have an incoming queue space Completed Batches of 5 placed in queue space of next station Batches remain together until final inspection © 2011 Lean Construction Institute

  46. Phase 1 Policies Workers perform only their assigned tasks - NO THINKING Maintain Batch integrity - BUILD IT IF YOU CAN and PASS IT ON IF YOU CAN’T. QC Problems only detected by Inspector - NO FEEDBACK - NO TALKING All QC problems set aside by inspector as rework - TURN UPSIDE DOWN QC Inspector announces first good product. Assemblers are paid by the piece, period. © 2011 Lean Construction Institute

  47. Performance Metrics Production: the number of good cards produced in each 6 minute phase. Time: the time it takes the first good card to get through the system. Rework: the number of cards set aside to indicate defects in configuration or fit. Work-in-Progress Inventory (WIP): the number of subassemblies on the table at the end of the 6 minute phase. © 2011 Lean Construction Institute

  48. Your Hypotheses How many good cards will your team produce in Phase I? How long will it take for you to produce the first good card? How much rework will you generate (cards set aside)? How much WIP will you generate (subassemblies left on the table)? © 2011 Lean Construction Institute

  49. How could this system be redesigned for better performance? © 2011 Lean Construction Institute