14422373 introduction to lean construction

8/22/2019 14422373 Introduction to Lean Construction

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CMP831Lean Construction Principles and

Methods

Lean Construction Overview

Tariq Abdelhamid- CMP831- Michigan State University 20081

. , . .

Associate Professor

School of Planning, Design and Construction

These materials were developed as part of MSUsCMP831 course on "Lean Construction a springsemester offering since 2002. Most of the materials aredeveloped, modified, and/or adapted by the instructor,

. ,developed by student teams. There are materials thatalso belong to other authors (as referenced and cited).The materials in this presentation is to be used strictlyfor non-revenue producing educational purposes. Anyother use must be approved by Tariq Abdelhamid

tari msu.edu . Use of co ri hted material that is not


the property of this author must first obtain thepermission of the listed author(s).


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Module ITraditional Construction

Management Module I will present:

An overview of the construction industry

The rise of construction management

The state of the industry with respect to itsmanagement practices

Essential features of contemporary


construction management techniques

The problems with current construction

management techniques

Construction Projects The construction industry is characterized by:

Different Construction categories

Different workplace/workstations

Nature of sites (multi-employer/environment/clean!!!)

Physical work

Special trades

Teamwork (GC, Subs, Suppliers, A/E, Owner, Government)

Construction projects in the US are broken down as follows:

Residential [30-50%]

Building Construction [35-40%]: (office buildings, banks, shopping

centers, dealerships, sport complexes, hospitals, universities)


Engineered (heavy and highway) Construction [20-25%]: (highways,

airports, harbors, tunnels,bridges, dams, pipelines, waterways, sewage

plants)

Industrial [5-10%]: (processing plans, refineries, steel mills)


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Construction Project Phases

Four distinctand essential phases (Ahuja etal 1994):

Conceive:

Owners Need StatementDevelop:

s a s men o eneraRequirements

Feasibility and Impact Studies

Conceptual Design

Preliminary Design

Detailed Design

Execute:

Assign Construction Team

Finish:


Onsite Planning

Construction

Commissioning

Commissioning

Training

This is a linear view of a process that is inherently non-linear

Owner

Customer

Supplier

Processor

of the

Design

Designer

sOwnerOwner

Customer

Supplier

Processor

of the

Design

Designer

Customer

Supplier

Processor

of the

Design

Designer

s

This is still a linearview of a process

that is inherently

non-linear

Sub-

contractor(s)

Supplier

Processor

of the

Contractor

Customer

Supplier

Processor

of the

Operation

Supplier

Processor

of the

Consultant

specs&plans

requir

eme

Design development Phase

Sub-

contractor(s)

Supplier

Processor

of the

ContractorSub-

contractor(s)Sub-

contractor(s)

Supplier

Processor

of the

Contractor

Supplier

Processor

of the

Contractor

Supplier

Processor

of the

Contractor

Customer

Supplier

Processor

of the

Operation

Customer

Supplier

Processor

of the

Operation

Supplier

Processor

of the

Consultant

Supplier

Processor

of the

Consultant

specs&plans

specs&plans

requir

eme

Design development PhaseD

esigndevelopment

Phase


ons ruc on

CustomerCustomer

anagemen

facilityConstruction production Phase

ons ruc on

Customer

ons ruc on

Customer

ons ruc on

Customer

ons ruc on

CustomerCustomer

anagemen

Customer

anagemen

facilityConstruction production Phase

Construction production Phase

Burati, J.L., M.F. Matthews and Kalindi S.N., (1992). Quality managementorganizations and techniques. Journal of Construction Engineering andManagement. Vol. 118 No 1, pp. 112-128.


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Construction Management

The increasing complexity of contractualrelations and the construction process lead

responsible for the managing of theconstruction process. Typically referred toas the construction manager.


Construction Management is defined as the judicious

allocation of resources to finish a project on time, at

budget, and at desired quality (Sears and Clough 1994).

os This definition is areflection of the famoustriangle of tradeoffsbetween Time/Cost/Quality.A long running joke in theindustry has been that youcan only get two out of thethree attributes.


Time Quality


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Quality Cost Tradeoffs

Q/C guides

planning/control

Where did the T/Q/C tradeoffs come from?Well, from the graph below.

COST($)

Construction Cost

Total Cost

Minimum Total Cost


Increasing Quality of Conformance

ua y on roCorrection Costs

Time Cost Tradeoffs

T/C guides

planning/control

Where did the T/Q/C tradeoffs come from?Well, from the graph below.

COST($)

Direct Cost

Total Cost

TMMinimum Total Cost

CE

Tariq Abdelhamid- CMP831- Michigan State University 200810DURATION

Indirect Cost

Minimum Direct Cost

MinimumDuration


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Origins of Time Cost Tradeoff

The roots of T/C , Q/C tradeoffs can befound in inventory management

literature as far back as the 20s. (Compareto graphs on previous two pages!)

COST($)

Processing/Setup

Total Cost

Minimum Total Cost


Quantity (Lot Size)

Costs

Carrying Cost

EOQ

Current State of Construction



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(Adrian & Adrian 1995)


Current State

The 6th annual survey of construction

Between 40 and 50 percent of allconstruction projects are runningbehind schedule ( same as previous


years .


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Current State

The 6th annual survey of constructionowners b CMAA 2005 reveals:

The biggest cost impacting constructiontoday is that of inefficiencies built into theway projects are run and managed not


concrete, or the cost of labor.

Survey (cont.):

Trust and integrity are required ingredients

Current State

for improving communications and

collaboration



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Survey (cont.):

Current State

More than a third of owners said they

felt their project controls were not

adequate, citing project management and

cost controls as areas most in need of


mprovemen .

Survey (cont.):

Current State

ere s a c ear ren among governmen an

quasi-public owners to break out of the

design-bid-build pattern and explore other

options, judging these options on the basis of

which best meets the needs of a specific


project.


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Owners top concerns (CMAA 2005) :

Trust and integrity in the construction processCoordination/Collaboration among team members , , ,and final usersA/E consciousness of the cost to build their designsBringing contractors, subs, and suppliers on board during thedesign phaseScope control/communicating a clear work scopeProviding drawings that are more complete to build the projectOwner responsibility for the process


Owner decision-making responsivenessAttaining good project definition

Owners are beginning to see how their ownapproaches to construction can actually fosterinefficiency and raise costs -- or, in contrast,

collaborative and open working environmentin which jobs are done quickly and done right

CMAA Executive Director Bruce DAgostino.



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Construction Waste (CURT)

orrec on e-wor Performing work out of sequenceWaiting for design commentsInefficient construction methodsMarshalling of materials on-siteRedundant design/construction processes


Inefficient teamwork/communicationSlowdown/stoppage in work processes



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g

ommonUnderstandi


C

Design/Build

CM Agency/At-Risk

CM/GC Hired

Engineers Hired


Adapted from:


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Management Levels in Construction

OrganizationalOrganizational

Pro ectPro ect

Company structure; Multipleproject attributes

Project breakdown accordingto contract, specs , dwgs; cost;

Adapted from Halpin and Woodhead (2000)

Today, CM

ProcessProcess

ActivityActivity

time; resource control

Activity status againstbudgeted cost/time; resourcesuse

Focus on day-to-day functions.

box!!!TransformationManagement


Work TaskWork Task

o ce o cons ruc on me o s.Decisions on activity sequencing.Management of tradeinteractions)

How do we manage projects now?Focus on transformation activities

Determine client requirements(including quality, time andbudget limits) and design to


mee em

Lean Construction Institute 2003, used with permission.


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Cost estimates for activities are identified.

Conventional Cost principle

ProfitPrice toSell

1

2

3Cost + Profit = PriceCost + Profit = Price

3


Cost toProduce 1

Kentucky Center for Experiential Education 1998 / Shingo 1989 (adapted)

Using the estimating formula Cost + Profit =Price assumes that the whole is the sum of itsparts! It also assumes that if we perform each partat the lowest cost then the entire ro ect will be

Using the estimating formula Cost + Profit =Price assumes that the whole is the sum of itsparts! It also assumes that if we perform each partat the lowest cost then the entire ro ect will beperformed at the lowest cost.

We know projects dont necessarily get done atthe lowest cost estimated or even bid.

performed at the lowest cost.

We know projects dont necessarily get done atthe lowest cost estimated or even bid.


We also know that the whole is definitely not thesum of its parts.We also know that the whole is definitely not thesum of its parts.


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Conventional Cost principle




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Break project into activities,estimatin duration and resourcerequirements for each activityand placing in a logical orderwith CPM




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The schedule is not the plan. Theschedule is simply one component of theProject Implementation PlanThe plan is

-understanding of the project and itsdetails.

Rainbows & Ratholes: Best practices for managing successful projects - by DhanuKothari (2006)


"Plans are nothing, planning is everything---Dwight D. Eisenhower "

How do we manage projects now?

Focus on transformation activities

Assign orcontract each activity, give startnotice and monitor safety, quality, time

.from standards.

COST

TIME


Lean Construction Institute 2003, used with permission, (modified).

ACTIVITIES

RESOURCE

GOAL


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oor na e wor w mas er sc e u e anweekly meetings

Reduce cost by productivity improvement


e uce ura on y spee ng eac p ece or changing logic.

Improve quality and safety with inspection andenforcement

Lean Construction Institute 2003, used with permission.

Current Production Planning

Production is viewed only as a TRANSFORMATIONof inputs to outputs

PROJECT

PLANNING THEWORKINFORMATION

OBJECTIVES

SHOULD

Lean Construction Institute, 2001 (adapted)



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Current ProductionControl

PLANNING THEINFORMATION

PROJECTOBJECTIVES

SHOULD

EXECUTINGTHE PLANRESOURCES DID


Current project control focuses only on should vs. did;cost and schedule variances; recovery plans

Monitor work progress (production) and performance(productivity)

Lean Construction Institute, 2001 (adapted)

Common Practice: Variance-Driven Control!(Earned Value)

Target Schedule (baseline ; S-Curve)

BCWS

-d

aysor$

BCWP (Earned Value)

ScheduleVariance (SV)

Cost

Variance (CV)


Workdays

Worker

Data Date / Time now

ACWP


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Common Practice: Variance-Driven Control!(Earned Value)

By the time the variance is detected itmay be too late for project to get backon track Too sluggish of a response!!!

Reporting an aggregate schedule/costvariance overlooks the mini-failures


going on (many negatives variances

could be offset by one large positivevariances)

Common Practice: Can Do Attitude

Over-committing Lack of Trust



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Common Practice: Can Do Attitude

SHOULD

CAN

SHOULD

HighestHighestProbability ofProbability of

Lean Construction Institute, 2001, (adapted)

CAN Will

CompletionCompletion

Current common practice is to makeweekl roduction assi nments WILL


that may fall outside the ability ofworkers to perform (CAN). There isalso instances when a commitment is

made (WILL) for things that should notbe done.

Construction work is a function of Cycle Time = Conversion +Handling + Inspection + Wait

A 1-5% Conversion;

Common Practice: Sub-Optimizing!

Activity

B

CDEF

GHI

JK

LMNO

P

95-99%, Handling,Inspections, andWait; Non-Valueadding; Waste

Value adding


Q

Handling + Inspection + Wait componentconsidered part of doing the businessAddressedusing Work Sampling / Productivity Studies.


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Common Practice: Sub-Optimizing!

Inspection + Wait

Focus has been on reducing conversion timeusing technology, equipment, automation, andto some extent modularization.


Why has focus been on reducing conversion time when

the majority of the cycle time is waste?



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WORK SAMPLING


w c s e way pro uc v y straditionally improved in constructionassumes that construction operations

are independent)

THE PROJECT is made ofinterdependent (interconnected)


.process will do nothing for thethroughput of the system if theentire system is not considered.

You are as strong as yourweakest link, and as fast as your

slowest process


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Is the concrete ready orwill this foundation be left

exposed for a couple ofdays? Is that good or badplanning?


This was an example of a foundation pit poured with the wronganchor rods and plate. Why? Because no one checked. Rework isnot really an inherent part of construction. Its self-inflicted inmuch of the cases, whether by design errors and omissions and/orcontractor mistakes



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Activity centered: Ignores the effect of workflow

variation on performance

Essential Features of Current Practice

increase productivity or point speed

Deviation-based control (tracking)

Each party in the project protects its own turf

activities


Little learning; repetitive failures.

Ignores the creation and delivery of value

Exhibits the Punch List SyndromeLean Construction Institute, 2001

Changing Paradigm owners want more


Adapted from Vanegas, J.A., DuBose, J.R., and Pearce, A.R. (1996). SustainableTechnologies for the Building Construction Industry. Proceedings, Symposium onDesign for the Global Environment, Atlanta, GA, Nov. 2 - 4.

HOW can the industrydeliver the new attributesif it had trouble with theoriginal triangle???


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Industry Solutions

To counter problems caused by the shortfalls of current

CM paradigm and to attempt giving owners more thanTime/Cost/Quality, which werent consistentlydelivered some com anies started to considersolutions (workarounds):

SafetyITProductivity Improvement

Value-engineeringDesign-buildPartnering


Computer Simulation Constructability

Industry Solutions

Increased involvement of contractors and suppliersthrough design/build and partnerships doesntwork well

Constructability is simply a reaction to a design and not aprocess where the design is INFORMED by the constructor

Standardization of the recipe where it should havebeen standardization of the ingredients only


fragmentation and contractual issues..Still fail toconsider entire system sub-optimization is theresult.


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Industry Solutions

Use of multi-skilled teams to decouple dependencebetween activities

Industrialization (fails because of sub-optimization)

faster)

Computer simulations; celebrates the incorporationof variability in time and cost estimates withouttrying to remove this biggest source of waste andsubstandard performance.


All these attempts are palliatives directed at

fragmentation and contractual issues..Still fail toconsider entire system sub-optimization is theresult.

Imagine an automobile assembly line where each step alongthe line is undertaken by a different company with its ownfinancial interest and separate labor union!...Present [construction] practice is impossible. The client asks anarc ec o es gn some ng spec ca y or m. n ma ngdrawings the architect will specify various components out ofcatalogues. He is nearly always restricted to elements thatare already manufactured. Then the contractor, who hasusually had nothing to do with the design process, examinesthe drawings and makes his bid. Industry supplies raw


contractor. The various building material manufacturersmake their components totally independent of each otherItis an absurd Industry!

Moshe Safdie


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A robin building its nest a masterbuilder!!


Customer is happy!

On time, on budget, desired quality,No RFIs, No change orders,No injuries/fatalities, no punch list items,and totally green!!

Module IILean Construction Management

Module II will present:An introduction to LeanConstruction Management



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Fixed-position manufacturing (whole

assembled from parts; workers complete

What type of production is construction?

processes on a stationary product)

Final product is rooted in place

(uncertainties and customer involvement)


rec ves- r ven

Ballard and Howell (1997)

What production Theory does constructionfollow?

Production Theories

Even if yes, theories are for academics only because a

theory seeks the truth but compromises usefulness!!(Very incorrect statement)

A theory is a statement that describes andexplains observations in real world and allows us


There is nothing more practical than a goodtheory - Gregory Howell, co-Founder of LCI


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Conversion/Transformation View Conce t: Convert/transform in uts to out uts

Production TheoriesBertelsen and Koskela 2002

Principles: Getting production realized efficiently;

Decompose the production task, and minimize the

costs of all decomposed tasks;

Methods: WBS, MRP, OBS


Practical contribution: Taking care of what has to

be done

9Essentially an Activity Management philosophy

Bertelsen and Koskela 2002

Flow view

Concept: Flow of material is composed of transformation,

Production Paradigms/TheoriesBertelsen and Koskela 2002

,

Principles: Elimination ofWASTE (non-value-adding

activities) by compressing lead times, reducing variability

increasing transparency and flexibility

Methods: Continuous flow, pull production control, JIT,


continuous improvement

Practical contribution: Taking care that what is

unnecessary is done as little as possible

9Essentially a Flow (WASTE) Management philosophy


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Value Generation View

Concept: Production fulfils requirements of a

Production Paradigms/TheoriesBertelsen and Koskela 2002

Principles: Elimination of value loss (realized

outcome versus best possible) by ensuring

customer needs and wants are captured &

challenged


, ,

Practical contribution: Taking care that customer

requirements are met in the best possible manner9Essentially a Value management Philosophy

Bertelsen and Koskela 2002

Koskela and Howell (2002)


Todays Construction Management Focus. The other theoriesof project and management need to be considered. Thats

what Lean Construction advocates and encompasses.Koskela, L. and Howell, G., (2002). The Underlying Theory of Project Management isObsolete. Proceedings of the PMI Research Conference, 2002, Pg. 293-302.


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Lean Construction

Project management practicedtoday gives us strategy akin tothe process of controlling themainsail and rudders).

What is missing is the productionmanagement process akin tothe process of trimming the frontjib sail and balancing the boat).

Lean Construction achieves bothand promotes continuousimprovement through change!!

ProjectManagement

ProductionManagement


Todays Construction is guided and

influenced b the Activit Mana ement

Future Construction Production

(Transformation View)

We need to consider Flow (WASTE)

Management and Value Management


Lean Construction considers all three and

more


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WE PRACTICE:

PROJ ECT PLANNING ANDCONTROL; BUT WE ALSONEED:


PRODUCTION PLANNING AND

CONTROL

What is LEAN Construction?

minimize waste of materials, time, and effortin order to generate the maximum possibleamount of value."

Koskela, L., Howell, G., Ballard, G. , and Tommelein, I. (2002). "The Foundations of Lean

Construction." Design and Construction: Building in Value, R. Best, and G. de Valence,


eds., Butterworth-Heinemann, Elsevier, Oxford, UK.


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Wlabridge Aldinger defines LC through its features

and requirementsLC is a process that:

What is LEAN Construction?

Reduces Waste Saves Money and Reduces Cost Creates Higher Quality Creates Flexible Delivery Systems to Match Owner Requirements Creates Stable Schedules Reliable Material Deliveries and Reliable Workforce Promotes Employee Participation, Which Leads to Satisfaction


Requires a Cultural Change.

(http://www.walbridge.com/lean/index.htm)

Waste vs. Value

Waste is usually what reduces value fore per ormer.

Value for the client is produced by theirassessment of the deliverable when it is


.


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LEAN Construction allows you to arrive atall your goals without a trade-off

Time

ParticipantSatisfactionSafety

Cost Quality


Sustainability

Lean Construction advocatesare working on figuring out

the mechanism and means toachieve all sides of the cubewithout having to settle forone or two faces at a time.



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Mass Production

Craft Production Lean Production

Value Management

Transformation-Flow- Value

Theory of Production

Lean Construction

ManagementPLANNING EXECUTION

Social

Systemautonomous

agent


TheoryManagement-as-PlanningManagement-as-organizing

CONTROLThermostat model

Scientific experimentation model

Classical Communication theory

Language/action perspective

How is LEAN Constructiondifferent?

Lean Construction supplements traditional

construction management approaches with:

two critical and necessary dimensions for successful

capital project delivery by requiring the deliberate

consideration of material and information flow and

value generation in a production system.


a different management (planning-execution-control)

paradigm


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What is LEAN Construction?The pursuit of concurrent and continuous

(design, procurement, construction,operations, and maintenance) to delivervalue per agreement with the owner

73Tariq Abdelhamid- CMP831- Michigan State University 2008

Philosophy studies the fundamental nature of existence, ofman, and of man's relationship to existence. In the realmof cognition, the special sciences are the trees, butphilosophy is the soil which makes the forest possible. Ayn Rand, Philosophy, Who Needs It (p. 2)

Lean Construction is a philosophy - a comprehensive system ofideas about the delivery of the built environment.

Lean Project Delivery System: how to practice the LeanConstruction philosophy.

Inte rated Pro ect Deliver : a form of relational contractin

74

arrangement to enable LPDS.

ConsensusDocs: a form of relational contracting arrangement toenable LPDS.



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Built Environment Operating System and Email Protocol Metaphor

Lean Construction is the Operating Systemfor the built environment and the EmailProtocol that built environment agents useto interact and operate

75Tariq Abdelhamid- CMP831- Michigan State University 2008

Built Environment Operating System and Email Protocol Metaphor

Supply Chain(internet) Built Environment

(Mail Server OPERATING SYSTEM?)

(POP or IMAP store)

OwnerA/E

(SMTP) (SMTP)

(POP orIMAP)

(POP orIMAP)

Lean Construction is theOperating System for the

built environment and the

76

(Mail Client)

(SMTP)

Simple Mail Transfer Protocol (SMTP)Internet Message Access Protocol (IMAP)Post Office Protocol (POP)

Email Protoco l that builtenvironment agents useto interact and operate



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Lean Construction

Should we focus on finding our ownoperating system (OS) for the BuiltEnvironment?

Yes and No!!!!

An OS doesnt have culture, traditions,customs, and human interaction

roblems.....we need an OS and our

77

own Email Protocol as well


System States based on quality conformance and existence of

common and special cause variances


Adapted from David J. Anderson posting athttp://www.agilemanagement.net/Articles/Weblog/FeaturedBlogEntries/QualityasaCompetitiveWeap.html


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System States based on quality conformance and existence ofcommon and special cause variances





-Change (improve process) or-Relax standard for conformance




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System States based on quality conformance and existence ofcommon and special cause variances










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Lean Construction

Tradi

Production Mgmt Maturity

tionalConstruction

ManagementMaturit



roject

Partial Lean Construction(cycle time reductions only)

Module IIILean Construction Management

Module III will present:Lean Construction Value

A Management BY Values approach



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Value fitness for use ; comes fromualit literature

Typical Value Definitions

Value performance relative to cost;value engineering definition.reducingcost will give better value


Value Engineering is improving the "Value" byexamining the ratio of value function to itscost.

Kano Model


source: http://www.gene2drug.com/bCustom/bProduct_features.asp


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Value results from the combination ofsuch things as design, engineering, factory

Typical Value Definitions

,management, and marketing, and dependson the competitive environment, and theworld economy


In a capitalist economy, value can onlybe measured at points where real money

(not internal work orders) changes hands.

1998,1999 Dr. Chet Richards

Lean Value

A capability provided to a customer atthe right time at an appropriate price,as defined in each case by thecustomer.

Lean Thinking ,(Womack and Jones 1996)



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Demings Last Interview

The customer invents nothin . The customer doesnot contribute to design of product or the design of theservice. He takes what he gets. Customerexpectations? Nonsense. No customer ever asked forthe electric light, the pneumatic tire, the VCR, or theCD. All customer expectations are only what you andyour competitor have led him to expect. He knows


nothing else.

Tim Stevens, Dr. Deming: Management today doesnot know what its job is.Industry Week, January 17,1994, 21 ff.

1998,1999 Dr. Chet Richards

Management of Value is similar toValue Engineering

Mana ement of Value ValueManagement

Value management is the practiceof managing performance byfocusing on those activities that

'


,- the value the client desires.


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Value in Construction

Value is generated through the interaction betweencustomer and supplier, wherein the customers providethe requirements and the supplier delivers it.

(Koskela 2000).

Principle: Elimination of value loss (realized outcome

versus best possible) by ensuring customer needs and

wants are captured & challenged (QFD, AHP, DCM)


Practical contribution: Taking care that customer

requirements are met in the best possible manner


Value is generated when (LCI 2001):

Customer capabilities are expanded, creatingnew needs and purposes.

The facility better fulfills the purposes ofcustomers/producers and demands of other


(not just fitness for use or performancerelative to cost)


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Value is described as:

Conceptualization of production (from valueviewpoint): As a process where value for thecustomer is created throu h fulfillment ofhisrequirements.Bertelsen & Koskela (2002)

the construction process generates thevalue wanted by the client.Bertelsen & Koskela (2002)

Value is generated through a process ofnegotiation between customer ends andmeans.Ballard & Howell (1998)


Value mainly as both utility and marketvalue, i.e. product value in LeanConstruction.

Value is a temporally changing subjective qualitythat is determined by the client the client will havedifferent values as the facility is evolving and evenafter its delivered and occupied.


n genera va ue rom t e c ent stan po nt cannotbe separated from the utility the client derives fromit.

Maximizing value means maximizing the utility theclient derives from the facility they requested to bebuilt. Utility is maximized through a management

BY values a roach which simultaneousl considers


product and process value management.

Lean Construction can minimize the differentialbetween desired value and realized value.


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Value is what the customer says it is Greg Howell co-founder Lean Construction Institute

Value is in the eye of the beholder

The Client wants to know how you will add value to hisproject President of Parsons Brinckerhoff ConstructionServicesControlling time, cost, and quality is not


, . ,

Leinonen & Huovila (2000)mentions three different kinds of

,use (utility) value and esteemvalue.



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VALUE-BASED MANAGEMENT IN THE SUPPLY CHAIN OF CONSTRUCTIONPROJECTS IGLC12- 2004 -Sren Wandahl and Erik Bejder



VALUE-BASED MANAGEMENT IN THE SUPPLY CHAIN OF CONSTRUCTION

PROJ ECTS IGLC12-2004 - Sren Wandahl and Erik Bejder


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In Lean Construction, value is not attained at the expense of the product.The process of delivery can be changed and managed in a better way toarrive at the desired value


Module IVLean Construction Management

Module IV will present:Lean Project Delivery System

Lean Construction Design

Target Costing

Lean Construction Supply


Lean Use


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Lean Project Delivery System

Project DefinitionProject DefinitionUSEUSE

Ballard (2000); Adapted by T. Abdelhamid

Lean DesignLean DesignLean AssemblyLean Assembly

Work StructuringWork StructuringProduction ControlProduction Control

PurposesDesignCriteria

DesignConcepts

ProcessDesign

AlterationDecomm.

OperationMaintenance

Installation

Commiss-ioning

KNOWWHAT THEOWNERREALLYWANTS


Lean SupplyLean Supply

DetailedEngn.

ProductDesign

Fab.Logistics

Product and

Process;SuppliersDesign,strategic

alliances withsuppliers

JIT,Modularize

Standardize,industrialize.

..



We will discuss the

components: Project Definition,Lean Design, Lean supply, LeanAssembly, and Use.



DesignConcepts

ProcessDesign

AlterationDecomm.


Installation

Commiss-ioning




DetailedEngn.

ProductDesign

Fab.Logistics

Product andProcess;SuppliersDesign,strategic


JIT,Modularize


..



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Project Definition

Determining Purposes Understand the client(s) business case.

Understand user needs (customer profiling).

Identify other stakeholders and their

demands.


.

Determine applicable codes, standards, &

laws

Lean Construction Institute, 2001

Design Criteria for Product andProcess

Voice of the Client Voice of the Designer

"I don't want people to bedisturbed by sounds other thanthose from the stage."

"Design to a decibel level of 17."

"We're going to operate thisfacility, so we need to keep

ener costs low."

"Select HVAC equipment forlow energy consumption."


"We're in a race with acompetitor. We think we'reahead, but don't know howmuch."

"Accelerate project deliverywithin the bounds of safety,quality, and spending limits."



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Designing vs Making

Designing

Produces the recipeQuality is realization of purpose

Making

Variability of outcomes is desirable

Iteration can generate value

Prepares the mealConstruction is



Variability of outcomes is not desirable

Iteration (rework) generates waste

o y eep

these separate?

Waste in DesignNeedless (Negative) Iterations

h

x de

Project Partner d e h x(mm) (mm) (mm) (mm)

Architect 550 650 650 500Steel Fabricator 550 900 650 1100

Engineer 200 900 650 1100


Architect 200 900 650 1000HVAC Subcontractor 450 800 650 600Engineer 400 900 730 700Steel Fabricator 400 900 730 800

..... ..... ..... ..... .....

From Lottaz, et al. Constraint-Based Support for Collaboration in Design and Const. Jrnl of Computing in Civ.Eng., 1/99



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Lean Design: An Overview

* Involve downstream players in upstream decisions* Alternate between all-group meetings and task force activities* Create and exploit opportunities to increase value in every phase of the project

Organize in CrossFunctional Teams

Pursue a set basedstrategy

* Select from alternatives at the last responsible moment* Share incomplete information* Share ranges of acceptable solutions

Structure design workto approach the leanideal

* Simultaneous design of product and process* Consider decommissioning, commissioning, assembly, fabrication,

purchasing, logistics, detailed engineering, and design* Shift detailed design to fabricators and installers

Minimize NegativeIteration

* Pull scheduling* Design Structure Matrix* Strategies for managing irreducible loops

Use Last Planner * Try to make only quality assignment*


System of ProductionControl

* Measure PPC* Identify and act on reasons for plan failure

Use technologies thatfacilitate lean design

* Shared geometry; single model* Web based interface




55/140

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56/140

4/19

g

ommonUnderstandi


C

Target Costing

Lean Construction InstituteProject Delivery Forum

Apri l 22 23, 2004

VisionValue

to


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Designing for X

{ Cost

{ Buildability

{ Assembly

{ Durability

{ Flexibility

{ Sustainability

{ Etc.

113


DfX Challenges

1. How to incorporate the relevant specialists in the,

organizations together through contracts andeffective processes forcollaborativedesign

2. How to make tradeoff decisions between thecharacteristics

3. How to drive design decision making to thetargets.

114



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Designing to Target Cost

{ ...requires a fundamental shift in thinking from .

{ strives to reduce the waste and rework in theDesign/Estimate/Redesigncycle.

{ necessarily involves cross functional teams. Noone person has all the knowledge.

{ cries out for an integrated product/process /costmodel.

115


Target Costing

What is the role of Target Costing?Value management or Flow management or both!

Target costing is not the same as GMP. The latter is the sum of all the bids plus contingency. Theformer is a different view all together.


116


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3 applications of target costingin construction

1. A client has a limited amount of money to spend

value adding investment opportunities can befound.

2. A provider needs or wants to commit to a fixedprice or guaranteed maximumprice.

3. A developer targets a productioncostto generatea desirable profit margin, assuming anachievablesales rice; i.e., the traditional roduct

117

development application.


The Cardinal Rule ofarge os ng

The target cost of a facility can never be exceeded.

118



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{ An investment decision makin rocess and

Lean Design andTarget Costing

disciplined approach to project financialmanagement.

{Target Costing starts at Project Definition or veryearly in thedesign phase.

{The process continues throughout all phases of

119

ac y e very.

{ The budget becomes an influence on design

and decis ion-making, rather than an outcomeof design.


Applying the Cardinal Rule

{ Ensuring that whatever target costs

The Cardinal RuleThe Target Cost ofthe Facility CanNever Be Exceeded

ncrease somew ere n e ac y, cos sare reduced elsewhere by an equivalentamount without compromising programandquality.

{ Refusing to add scope to a project that will

120

.

{ Managing the transition from design toconstruction to ensure the target cost isnever exceeded.



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Target Costing3 Basic Steps

{ Establish the allowable target cost ase ne y cus ome nc u ng a

indirectcostand profit.

{ Establish the achievable target costby subtracting the profit margin andcost reduction potential throughoutvalue stream.

121

{ Decompose the project level target costdown to component level target cost

so the purchase price of componentscan be determined.


The Process

{ Document and understand the ,

function and quality.

{ Align specific programming needs andfinancial constraints.

{ Establish the interdisciplinary Target

122

os eam Architects, Engineers, Facility Users, Estimators,

Specialty Contractors and Suppliers, ProjectManager

Co-locate. The first jobsite in a project is in thedesign office.



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{ Startthe Reverse Estimatingprocess

The Process Continued:

{ Establish the overall target cost.

{ Divide the overall target cost intocomponenttargetcosts

Building Component (site, substructure,superstructure, enclosure, finishes, FFE, MEPFP)

123

Functional Program

Phase


{ Simultaneously design the product and


e process.

{ Work through a series of large groupmeetings and smaller componentworkshops.

{ Use set based design, sets of solutions

that satisfy cost, function and quality,

124

advanced to the last responsiblemoment Pulling information in smallbatches.



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{The project team is responsible to


impact when added scope increases thecost of the facility.

{The cardinal rule of target costing canonly be broken when the Customers

125

resulting from changes or additionalscope that increase the value of the

facility.



{ pp y a ue na ys s ec n ques.

Function Analysis, Life CycleCosting,QFD

{ Negotiate budget allocations betweenteams as design and budget informationevolves.

126

{ Maintain the Component Teams tomonitor and manage the Target Costthroughout the life of the project.



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Using Value Engineering as aTarget Costing Tool

{ Systematic and interdisciplinary

{ Examination of a project and projectcomponents in terms of function andworth.

{ Structured methodology

{ Encourages analysis and creativity

127

{ Develops sets of solutions

{ Develops highest value solution based

on functionality and cost.


Value Engineering5 Basic Steps

{ What is it? The first question focuses the analysis. Whenassociated with target costing the analysis is on major functions or

, .

{ What does it do? The second question defines function. Functionanalysis is at the heart of value engineering and is required for

determining value. An important product of function analysis is the

improvement in understanding of scope that occurs among the

study team members.

{ What does it cost? The third question deals with the cost offunctions. The purpose is to identify those functions where value is

low compared to cost. These items are prime for value

128

engineering.

{ What else will do the job? The fourth question requires creativityand innovation to advance sets of alternative solutions.

{ What does it cost? The fifth question is similar to the third butfocuses the on the highest value solution in terms of function and

cost. Cost is determined in terms of initial capital cost and life

cycle cost.



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The Lean Design Process

{ Understanding the customers expectations regardingcost, functionandquality

{ Co-located, MultidisciplinaryTargetCost TeamsDesigners, Facility Users, Estimators, Specialty Contractors and

Suppliers,ProjectManager,Superintendent

{ Targeting both ProjectCost &Component Costs

{ ApplyingValueEngineeringFunctionAnalysis, LifeCycleCosting,QualityFunctionDeployment

{ SetBased Design

129

Advancingsets of solutions to the lastresponsible moment

{ Simultaneous design ofProductand Process

3D prototyping{ Detaileddesign byspecialty contractors andvendors


Features and Benefits ofTarget Costing

{ Scope of WorkDocument basedon Quantity, Quality, andCost

{ UpdatedTargetCost Model for design and construction

{ Commitment from the entire project team to design andbuildaccordingtothescope and budget

{ Clear translation of the Voice of the Customer intotechnical design, andultimately toproductdelivery

130

{

Decision Making throughoutthe project

{ The assurance of Lowest Product Costand Highest Customer Value


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Read This!!!

Target Costing and Value EngineeringRobin Cooper and Regine Slagmulder

Productivity Press 1997

131


Lean Supply To Dos Early applications of J IT in construction should focus

on reducing on-site waste and operations variation

b :

1.Selecting location and size of material buffers / schedulebuffers / surge piles (Use Computer Simulation)

2.Creating alternative work for crews - plan buffers (UseLast Planner)

Shift detailed engineering to fabricators and


installers.

Structure logistics so materials can be pulled to site

in small batches.

Lean Construction Institute, 2001; T. Abdelhamid


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Extraction

Map the Supply Chain

Extraction

Extraction

ConstructionSite

Extraction

Extraction

ExtractionFabrication



Extraction

Extraction

ExtractionSuppliers

Extraction

Map the Supply Chain

Extraction

ExtractionExtraction Extraction

Supermarket

ConstructionSite

Extraction


Tariq Abdelhamid- CMP831- Michigan State University 2008134Lean Construction Institute, 2001


Extraction

Extraction

ExtractionSuppliers


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Lean Supply

At some point move to completeoff-site assembly

Lam

Channel

ReflectorLamps

End

Plate

Socket



Lean Assembly To Dos

Standardize and industrialize

Standardize the ingredients, not the recipe

Use 5S, poke-yoke

Simplify site installation to final assembly and

test

Flow where ou can Pull where ou must


Strive for one-touch material handling

Pull from off-site suppliers

Lean Construction Institute, 2001; T. Abdelhamid


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USEUSE


AlterationDecommissioning

OperationMaintenanceCommissioning


FACILITIES MANAGEMENT AREA

Lean Project Delivery System - USE


U.S. Federal Facilities Council. (2001). "Sustainable Federal Facilities: a guide tointegrating value engineering, life cycle costing, and sustainable development."Federal Facilities Technical Report No. 142. National Academy Press. Washington,DC.


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Lean Project Delivery System - USE

Operating expenses represent over 95 percent of

building life cycle costs, yet operations and

u u y

consulted during programming and design (NIBS

2003)

When 1% of upfront cost are spent, 70% of the life cycle cost of


a bldg may have been committed (Romm 1994)

National Institute of Building Sciences. (2003). Annual Report to the President of the United States.

Romm, J. (1994). Lean and Clean Management. Kodansha America Inc., New York.

Module IVLean Construction Management

Module IV will present:

Lean Construction and WorkflowReliability

Work Structuring (project and


pro uct on p ann ng

Production Control


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DesignConcepts

ProcessDesign

AlterationDecomm.


Installation

Commiss-ioning




DetailedEngn.

ProductDesign

Fab.Logistics

Product and

Process;SuppliersDesign,strategic


JIT,Modularize


..



We will first discuss theheart of the LPDS:Work Structuring andProduction Control



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LEAN CONSTRUCTION

IMPROVE WORKFLOW RELIABILITY ON

YOUR SITE BY THINKING THROUGH

Waste

PRODUCT DESIGN!!!!!!!!!

Work Flow


VariabilityOverburden

Production management (planning and control)

Production Planning and Control inLean Construction

enables better performance at the system levelby exposing work flow issues (waste inproduction, design and supply) at the task levels

Im rove work flow usin the tools we have in the


lean toolbox or by developing new ones.


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A project isnt a house of cards. [ But] thecurrent planning system cannot predict thework that will be completed to hand off


criteria about 50% of the time. And projectsstill get done on schedule Greg Howell

(2004)

We need more reliable workflow at thelowest levels of work to eliminate

resource increases towards the lastportions of work. We need a different

kind of production management

lannin and control .



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Process

Operation

Work Task

Process

Operation

Work Task

LEAN PRODUCTION MANAGEMENT

RELIABLE WORKFLOW AT THESE LEVELS ACHIEVED USING


ro uc on ann ng =Lean Work Structuring

(LWS)

Production Control =Last Planner System

(LPS)

Production Management

Improving Hand-off BETWEEN Production Units

Waste - Muda

Variability -Mura Overburden - Muri

PLAN FOR THE PROJECT USING WORKSTRUCTURING

PLAN FOR PRODUCTION USING THE LASTPLANNER SYSTEM

Lookahead to identify constrains and increase reliability ofcommitments


aster an ase u c e u ng Lookahead Scheduling Weekly Work Planning

(Unless commitments are made, there are only promisesand hopes but no plans.Peter Drucker)


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LEAN PROJECT AND PRODUCTION

LEAN WORK STRUCTURING (LWS)


Lean Work StructuringWork structuring develops and aligns the projectsprocess design with engineering design, supply chaincapability, resource allocation strategies, andassembly efforts.

Work structuring is production system design allthe way down.


Each chunk of work is designed so that it1) can be produced rapidly and for a low cost,

2) supports optimizing at the project level, and

3) delivers value to the customer and producer.



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Lean Work Structuring

THINKING PRODUCTION (FLOW) DURINGDESIGN AND PROJECT PLANNING!!!!!!!!!!

Waste - MudaFLOW



ProjectObjectives

Work Structuring:Master & Phase Schedules

InformationWork

Structuring

The Last

Master andPhaseSchedules


Production DID

Planner

InputsLean Construction Institute, 2001Adapted by Tariq Abdelhamid

Michigan State University


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Products of Work Structuring

Global sequencing

Supply Chain Configurations (how the projecthooks to external production systems)

Master Schedule & Phase Schedules

Rough Cut Operations Designs; e.g., decision


- - ,crane vs rolling stock

Detailed Operations Designs; e.g., how toform-rebar-pour basement walls

Work Structuring Tools

Pull Scheduling (to create Master/Phase)



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Rubicaon Associates, 2004


Rubicaon Associates, 2004


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Master Schedule-1



Purposes of Master Schedules

Demonstrate the feasibilit of com letinthe work within the available time.

Develop and display executionstrategies.

Determine when long lead items will be


. Identify milestones important to client or

stakeholders.



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Phase Scheduling: Purposes andActions


Phase Scheduling: Purposes andActions

Produce the best possible plan by involving

near action.

Assure that everyone in a phase understandsand supports the plan by developing theschedule as a team.

Assure the selection of value adding tasks

that release other work by working backwards


rom e arge compe on a e o pro uce apull schedule.

Publicly determine the amount of timeavailable for contingency and decide as agroup how to spend it.



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Entry Rules

Master/Phase schedule unless positiveknowledge exists that it should not orcannot be executed when scheduled.


Lean Construction Institute

Work Structuring Tools

Value Stream Mapping / First-Run

Value Stream Ma in / First-Run

Waste - Muda



Studies --still useful during construction)


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Work Structuring ToolsWaste - Muda

Variability -Mura Overburden - Muri Construction Operations Simulation

(how do you use it in a Lean context?)

The bottlenecks but not to just have a utilization based improvementin the processFor example, increasing the number of loadersbecause the haulers are waiting or speeding up the loading. We haveto look at the non-processing component of the cycle time (handling,wait, and inspection). Redesign the process to be more productbased.We also want to be careful not to contribute to overproduction.


Do not celebrate the inclusion of variability. We should try to removethe variability using Kaizen or Kaikaku and tools such as VSM, J IT,LastPlanner,

LEAN PRODUCTION CONTROL

The LAST PLANNER SYSTEM


To manage a system effectively, you might focus on theinteractions of the parts rather than their behavior taken

separately. - Russell L. Ackoff


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Workflow Variation

Workflow variability is a manifestation of

operation (Production unit) performance (cycle

time) variability, i.e., the predecessor

releasing work erratically to the successor!


Last Planner System of Production Control

LPS is a production/workflow control system

designed to:

Empower front-line personnel to make decision

about what work to commit to;

Improve workflow by ensuring that future work is


-

Tracks PPC (Percent Plan Complete) as a

measure of produc tion system variability


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Production Planning and Control

ProjectObjectives

The Last Planner

System

The Last Planner

System

CANWILL

SHOULD

Information

WILL

Planningthe Work

CanThe Last

Planner Phase II

SHOULD

Making WorkReady

Should vs. Did


ProductionDID

[work we KNOWcan be done

Inputs

Lean Construction Institute, 2001, (adapted)

PPC =DIDsWILLS

Master

& Phase

LAST PLANNER SYSTEM

Work

Structuring

Design

Criteria

SHOULDInformation

Selecting,

sequencing, &

sizing work we

think can be done

c e u e

Make work

ready by

Information

Selecting,

sequencing,

& sizing work

Current status

& forecastsLookahead

Workable

Backlog

Weekly

Work Plans

CAN

Will


,pulling, & FRS

we now

can be done

ProductionResourcesCompleted

Work

Lean Construction Institute, 2001, T. Abdelhamid

DID


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Master

& Phase

LAST PLANNER SYSTEM

Work

Structuring

Design

Criteria

SHOULDInformation

Selecting,

sequencing, &

sizing work we

think can be done

c e u e

Make work

ready byInformation

Selecting,

sequencing,

& sizing work

Current status


Workable

BacklogWeekly

Work Plans

CAN

Will


,

pulling, & FRSwe now

can be done

ProductionResources CompletedWork


DID

M T W R F S M T W R F S M T W R F S M T W R F S M T W R F S M T W R F S

1 Build mock-up of room 11 Boldt x x xx x x x x x Millwork & mirror

1 Microscope vibration study S LM C/ S TS x x x x xCD's will be issued prior to this info;Isolation system will come as addendum

1 Bid & award bid pack 3 Boldt x x x xx Review with Brad

1 Submit-review-approve roofing shopdrwng Langer x x x xx x x x x x x Additional submittals required

1 Release updated construction documents A RC x x x x x Coordinate with Ring & Du

Project: SameDaySugeryPlanner:Dena Deibert

Six Week Lookahead / Constraints Analysis

11/28/04

11/21/0410/24/04 11/14/0411/7/0410/31/04

Comments / Other

Week of 10-23-00

Activity ResponsibleParty

LOOKAHEAD SCHEDULE

1 Demolition Boldt x xx xx x xx xx x xx xx x xx xx x xx xx x xx x

1 Pour roof Boldt x x

1 Expedite stone production BDI x xx xx x xx xx x xx xx x xx xx x xx xx x xx x x x Stone was ordered 10-19-00

1 Steel Shops: Curtainwall Support Duwe x x xx x x x xx x x Klein Dickert will coordinate with Mike D

1 Roof detailing Duwe x x x xx x

1 Phase 3 Millwork Shop Drwngs P recision x x x x x x x x x x x x x x x

1 Fabricate louvers Air Flow x x xx x x x xx x x x xx x x x xx x x x xx x x x x x x 5-6 week lead time - Ordered 10-19-00

1 Fabricate auto entrance doors Besam x x x xx x x x x x Shipping 11-3; Besam header to Dickert

1 Fabricate curtainwall K le in Dic ke rt x x x x x x x x x x x x x x x x x x x x x x Waiting for framing materials-by October

2 Mock-up review S LM C x x x x x x Millwork; Mirror

2 Masonry Work BDI x x x x x x x x x x x x x x x x x x x x x x x Roger needs to confirm if brick is in

2 Penthouse framing & decking Duwe x x x x x x Boldt to confirm placement of AHU's

2 Bid Pack 3 Submittals TBD xx xx x xx xx x xx xx x x x Award contracts


2 ar wor on pa en rooms - TBD xx xx x xx xx x xx xx x x x e e o c oo r n a e w a n e ep er s

Workable Backlog

Fabricate AHU's / ACCU Trane Shipping: 11-13-00

Med Gas Equip. Lead-Time Squires Delivery: 11-6-00

Demo shades at main entrance TBD x

Review room numbering ARC/Lukes



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Entry Rules

lookahead window only if the planner isconfident that it can be made ready forexecution when scheduled. (Screening)



Screening and Constraints

Activities are made ready to be assignedy removng cons ran s.

Screening is the process of analyzing theactivities for constraints and evaluating ifthey can be removed in time for the

lannedstart.




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Mapping Language:Meets

To manage a system effectively, you might focus on the interactions of theparts rather than their behavior taken separately. - Russell L. Ackoff

PrerequisiteWork

OutputProcess

Criteria?


Resources


Task Explosion

Layout Excavate Form

Current CPM assumption

Layout Excavate FormStakes

SiteplanBench-

marks

LayoutPractices,Drawings

LayoutComplete

OKNoise rules,Spoil location

Holeready

OK Drawings

YesYes


Surveyor &Equipment

Equipment &Operator

Labor &Material

ActualLean Construction Institute, 2001


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Purposes of the Lookahead Process

Shape work flow sequence and rate

Match work flow and capacity

Maintain a backlog of ready work

Develop detailed plans for how work is tobe done


a ety, envronmenta , qua ty ssues


Master

& Phase

LAST PLANNER SYSTEM

Work

Structuring

Design

Criteria

SHOULDInformation

Selecting,

sequencing, &

sizing work we

think can be done

c e u e

Make work

ready by

Information

Selecting,

sequencing,

& sizing work

Current status


Workable

Backlog

Weekly

Work Plans

CAN

Will


,pulling, & FRS

we now

can be done

ProductionResourcesCompleted

Work


DID


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Entry Rules

work plans only if all constraintshave been removed. (Shielding)



Forming the Weekly Work Plan

CAN

POSSIBLE WORKABLEBACKLOG

ELGIBLE FOR

WILL

THESE TASKSNEED TOBEMADEREADY

Tariq Abdelhamid- CMP831- Michigan State University 2008178Lean Construction Institute, 2001, T. Abdelhamid

Unless commitment is made, there are only promises and hopes... but no plans. - Peter Drucker


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Definition

Required Work Attributes To Move FromShould to Will

Soundness

Sequence

Size

Learning

Work meeting these only

goes to workable backlog


Safe Safe Safe Safe Safe!!!!!!!


Definition: Are assignments specific enough that the right type and amount of materialscan be collected, work can be coordinated with other trades, and it is possible to tell atthe end of the week if the assignment was completed?

Soundness: Are all assignments sound, that is: Are all materials on hand? Is designcomplete? Is prerequisite work complete? Note: During the plan week, the foreman willhave additional tasks to perform in order to make assignments ready to be executed,e.g., coordination with trades working in the same area, movement of materials to thepoint of installation, etc. However, the intent is to do whatever can be done to get thework ready before the week in which it is to be done.

Sequence: Are assignments selected from those that are sound in the constructabilityorder needed by the production unit itself and in the order needed by customerprocesses? Are additional, lower priority assignments identified as workable backlog,i.e., additional quality tasks available in case assignments fail or productivity exceedsexpectations?


Lean Construction Institute, 2001, adapted

,still being achievable within the plan period? Does the assignment produce work for thenext production unit in the size and format required?

Learning: Are assignments that are not completed within the week tracked and reasonsidentified?


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Weekly Planning

Project: Same Day SurgeryPlanner: Dena Deibert Week of 10/23/00

Make Ready Needs

Division

Remember the Five Criteria for Release ofAssignments

Defined - Sound - Proper Sequence - Right SizeAble to Learn

ResponsibleParty

Work that Must and Can BePerformed Prior

to Release of this Assignment M T W T F S Y N Comments

1 Issue vibration study Brad/STS x x x x

1 Award Bid Pack 3 Dena/Brad x x x x x

1 Reissue construction documents Jose Coordinate with Ring & DuChateau x x x x

2 Test Glycol Mains Jarosz x x x x x

3 Pour Roof Randy x

4 Confirm brick is ready Roger Spahr x

4 Stone production Rossi x x x x x Week 1 of 8

5 Complete roof framing Bob Brue x x x

ee y or anAssignment Description Done?


5 Begin roof detailing Bob Brue x x

5 Re-submit curtainwall support shops Dick x x x x

5 Issue penthouse curb ASK's Jose x x x x

6 Submit Phase 2 millwork shops Precision x

6 Deliver mock-up millwork Precision x

7 Submit additional roofing shops Scott Harms x x

8 Resubmit curtainwall shops Jim L x

8 Submit curtainwall Struct. Calcs Jim L x

8 Order Glass Jim L ARC verbally confirm dimensions x

10 Fab. Louvers Air Flow x x x x x Week 1 of 6


Tariq Abdelhamid- CMP831- Michigan State University 2008182Howell (2001) Lean Construction Institute


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Master

& Phase

LAST PLANNER SYSTEM

Work

Structuring

Design

Criteria

SHOULDInformation

AA

Selecting,

sequencing, &

sizing work we

think can be done

c e u e

Make work

ready byInformation

Selecting,

sequencing,

& sizing work

Current status


Workable

BacklogWeekly

Work Plans

Chart PPC

& Reasons

Action to

prevent

repetitive

errors

CAN

WILL


,

pulling, & FRSwe now

can be done


PPC = DIDsWILLS


DID

AA = assignments anticipatedAMR = Assignments Made-Ready

Measuring PPC

Project: Same Day Sugery

69%Done? PPC Analysis

Remember the Five Criteria for Release of AssignmentsDefined - Sound - Proper Sequence - Right Size - Able to

Learn

ResponsibleParty

M T W T F S Y N Reasons For Variance / Comments

Review mock-up drywall dimensions Randy x x x x x Y Wardrobe dimensions changed

Review microscope vibration Study David x x x x x N

Review bids - Bid Pack 3 Dena/ Brad x x x x x Y Will award next week.

Review roofing shops J ose' x x x x x Y Week 1 of 2

Complete concrete haunches Randy x x x Y

Releae order on limestone Dena x Y

anner: ena e er

Assignment Description

PPC =


Re-submit curtainwall support shops Dick x x x x x N Waiting for curtainwall shop drwg.

Roof framing: 75% complete Bob Brue x x x x x Y

Submit Phase 2 Millwork Shops Precision x x x x N

Fabricate mock-up millwork Precision x x x x x Y Week 2 of 3

Re-submit curtainwall shops & structural calcs J im Leicht x x x N Middle of next week

Finalize review of louver shops Tony/ David x x x x Y

Review GL-1 and GL-2 ARC/J im Leight x x x Y



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Ken Gottschalk, 2002

Percent of Planned Completed - DRYWALLERS

60

70

20

30

40

50

%

Completed


0

10

3/25/2002 4/1/2002 4/8/2002 4/15/2002 4/22/2002 4/29/2002Week



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95/140

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96/140

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Master& Phase

LAST PLANNER SYSTEM

WorkStructuring

DesignCriteria

SHOULDInformation

AA

On Budget &Schedule?

Selecting,sequencing, &sizing work we

think can be done

c e ue

Make workready by

Information

Selecting,sequencing,& sizing work

Current status& forecasts

Lookahead

Workable

WeeklyWork Plans

Chart PPC& Reasons

Action to preventRepetitive errors

CAN

WILL


,pulling, & FRS

we nowcan be done

Backlog


PPC = DIDsWILLS


DID

AA = assignments anticipatedAMR = Assignments Made-Ready

90%

100%

Comparing the Results -Evolution of PPC

Avg. PPC after LPSIAvg. PPC after LPSI

20%

30%

40%

50%

60%

70%

80%

PPC

Avg. PPC before LPSIAvg. PPC before LPSI

Direction of PPC before LPSI


0%

10%Last Planner System Implemented (LPSI)

1 2 3 4 5 6 7 8

MONTHS

Presentation materials from 3rd Annual Lean Congress. This material may be copied freely as long at it includesthe copyright statement herein. Luis Alarcon; www.leanconstruction.org


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Productivity Evolution

1.20

1.40

Below Budget (Making $$)

Presentation materials from 3rd Annual Lean Congress. This material may be copied freely as long at it includesthe copyright statement herein. Luis Alarcon; www.leanconstruction.org

0.60

0.8

14422373 introduction to lean construction

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