lean_construction_principles_may_2011.pptx

7/28/2019 lean_construction_principles_may_2011.pptx

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LEAN CONSTRUCTION PRINCIPLES

Dick Bayer May 16, 2011


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BACKGROUND

Use the contractto influence how

we do work on

the project

Try partnering toinfluence how

we do work on

the project


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BACKGROUND

O A R

Change the observer

Cha

nge the

operatingsystem


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HOW DO WE MANAGE PROJECTS NOW?

Determine client requirements including quality,time and budget limits. Design to meet them.

ProgramDesign toProgram

PriceRedesignto Match

Price

2011 Lean Construction Institute


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Break project into activities, estimating durationand resource requirements for each activity and

placing them in a logical order with CPM

Demolition

Grade & Fill

Foundations



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Assign or contract each activity, give start notice

and monitor safety, quality, time and cost

standards. Act on negative variance from

standards



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Coordinate with master schedule and weekly

meetings



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Reduce cost by productivity improvement

Reduce duration by speeding each piece or

changing logic



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Improve quality and safety with inspection

and enforcement



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TRADITIONAL PROJECT MANAGEMENT:

A COHERENT COMMON SENSE

Activity Centered

(CPM)

Command &

Control

Organization

Transactional

OperatingSystem

Commercial



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LEAN PROJECT MANAGEMENT:

A MORE COHERENT COMMON SENSE


Flow CenteredCollaborative

Organization

Relational

OperatingSystem

Commercial


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LEAN TECHNIQUES AND PROCESSES

Three opportunities of lean

construction and design:

Impeccable coordination

The project as a production

system

The project as collective

enterprise


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Impeccable coordination

Understanding the work

Collaborative planning

Reliable promising


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Understanding the Work: Traditional Process

Common

Un

derstanding

CM/GC Hired

Major Trades Hired

Pre-Construction Services

Architect Hired

Engineers Hired

100%

SD DD CD

ConstructionOwner


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Understanding the Work: Lean Project

Time

Common

U

nderstanding

CM/GC Hired

Concept Design Implementatio

n

Construction

Architect Hired

Engineers Hired

100%

Major Trades Hired

Pre-Construction Services

Valid.

Owner


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PARADE OF TRADES: ASSUMPTIONS

1. The project is complete when 35 units have been processed

by each of seven trades in sequence.2. The trades come onto the project a week apart. Work is

completed and available to the next trade once a week.

3. The trades work in sequence, with each following trade able

to work only on what was produced in the previous week bythe prior trade.

4. Work is done by rolling a die (singular of dice) and passing

the number of units rolledup to the number of units the

trade has to work on.

5. 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.

2009 Lean Construction Institute18


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Move 35 units of work through 7 trades.

Work is completed at the end of the week and passed to nexttrade. Place materials on table as shown.

Chips (the units of

work) & Score

SheetDie

Concrete

Mason

Facade

Paint

Electrical

Plumber

Carpenter 19 2009 Lean Construction Institute

PARADE OF TRADES


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1. Distribute score

sheets as directed

2. Chips on the left of

Concrete

3. Establish queue

spaces betweeneach trade and cup

at end.

4. Give die to Painter

5. FUNDAMENTALRULE: Chips move

right, dice move left

2009 Lean Construction Institute20

PARADE OF TRADES


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21

Mason rolls 2,

moves 2, leaving 1 in

inventory.

Hands the die to

Concrete.Records the result.


PARADE OF TRADES


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Concrete rolls 3 and moves 3 chips.

Hands the die to the painter!

Records the result.

22

End of Week 1

Painter says,

Beginning week 2

Die passes left all the way

around the circle to the

Mason.


PARADE OF TRADES


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23

Concrete rolls 2, passes 2,records.

Hands die to Painter.

Painter says, Beginning

week 3.

Week 2: Mason rolls 2; passes 2, 1 ininventory. Mason records 2, hands die to

Concrete.


PARADE OF TRADES


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Week 3: Facade rolls, passes & records.

Hands die to Mason. Mason rolls, recordsand hands die to Concrete. And so it goes.


PARADE OF TRADES


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Concrete

Carpenter

Mason

Facade

Electrical

Paint

35

Plumber

Chips

Keep

passing

the dieto the

left!

25 2009 Lean Construction Institute

PARADE OF TRADES


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PARADE OF TRADES

Record the week

each Trade finishes.Sum and record the

Available Capacity

for all Trades. Sum

and record the totalRemaining

Inventory for all

Trades except

Concrete. Note the

highest amount of

Inventory in any

week for each

trade. Call out

scores when asked. 26

Craft Week CompleteTotal Capacity

(Sum "Column 1")

Total Inventory

(Column 3)

Highest inventory

in any week forthis trade

Concrete

Mason

Faade

Carpenter

Plumber

Electrical

Paint

Sum ofColumn

Circle Color of Dots on Die Blue Black Red



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PARADE OF TRADES

Scheduling:

How many weeks will

it take you to move 35

pieces of workthrough 7 trade

stations?

Profitability:

Whats the number of

resources you will use

to move 35 pieces ofwork through 7 trade

stations?


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RESULTS

1.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.41.1.1.6.6.6

Average

Worst

Best



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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)


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Collaborative

Planning

Chilled WaterPlant

3-D BIM model,

located the

equipment on the pad,connected the piping and

identified the hangers . . .


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Collaborativ

e

Planning:

. . .then

designed the

structure to

carry the

building

components


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Collaborative

Planning

Short loopdesign iterations

using budget as a

design criteria


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Collaborative Planning: Set Based Design

Create Analyze Converge Decide


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Reliable Promising:

in Design and

Construction

Pull planning for

design efforts


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Reliable Promising:

in Design and

Construction


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Reliable Promising: in Design and

Construction


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IMPECCABLE COORDINATION & PRODUCTIONSYSTEM DESIGN



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Begin with blank card

Goal is to produce a card that looks like this . . .



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Station 1 performs any necessary layout

for installation



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Station 2 is responsible for assuring batch

size

Batches of 5 must be punched and

secured with a paper clip



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Station 3 is responsible for

installing the green dot



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Station 4 is responsible for installing 3

red dots



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Station 5 is responsible for installing the

yellow dot



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Station 6 is responsible for installing

star on yellow dot



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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



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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 CANT.

QC Problems only detected by Inspector - NOFEEDBACK - 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.



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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.



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YOUR HYPOTHESES

How many good cards will your team producein 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)?



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HOW COULD THIS SYSTEM BE

REDESIGNED FOR BETTER

PERFORMANCE?


PHASE 2 LOGISTICS


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PHASE 2 LOGISTICS

Workers may have only one assembly at their

workstation

Only 1 assembly allowed in queue space

between stations (Batch size of 1)

Assembly can only be placed in queue when it isempty (pull mechanism).

Workstations in Work Flow Sequence

Materials located at station

Stations 2-7 have an incoming queue space



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PHASE 2 POLICIES

QC Problems may be verbalized by any worker SOME THINKING and TALKING ALLOWED

All QC problems set aside as rework at stationdiscovered.

TURN UPSIDE DOWN

Everyone is paid hourly wages plus a bonus forteam performance.

Workers perform only their assigned tasks Workers cannot fix QC problems from upstream

Inspector announces first good card.


PHASE 3 LOGISTICS


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PHASE 3 LOGISTICS

Workload may be re-sequenced and/or

rebalanced by the team Workers may have only one assembly at their

workstation

Only 1 assembly allowed in queue space betweenstations (Batch size of 1)

Components can only be placed in queue when itis empty (pull mechanism).

Workstations in Work Flow Sequence Materials located at station

Stations 2-7 have an incoming queue space


PHASE 3 POLICIES


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PHASE 3 POLICIES

Workers perform ANY step in theproduction process.

QC problems can be fixed by any worker -Fix it when you find it.

No restrictions on talking. Everyone is paid hourly wages plus a bonus

for team performance.

Inspector announces first good card.



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YOUR HYPOTHESES

How many good cards will your teamproduce in Phase III?

How long will it take for you to produce the

first good card?How much rework will you generate (cards

turned upside down)?

How much WIP will you generate(subassemblies left on the table)?



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THE DOT GAME

1. What are the key points or lessons for you?

2. How might these apply to designing and

building? How could you use what you have

learned on your project?



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GOALS FOR PRODUCTION SYSTEM DESIGN

Match throughput rate to demand rate Minimize cycle time

Reduce WIP to the minimum needed tomaintain throughput

Minimize resources required



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Reliable Promising: in Design andConst.

0

0.1

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0.4

0.50.6

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0.8

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1

0

0.1

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1

33308333163332333330333373334433351333783338533393334063342733432 33439

PPC

4 Week Moving Average

Planning System Measurement


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Production System Design

C Q S OC SS S


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Production System Design:

Target Value Design

Pull planning

Built in Quality Plan Safety Plan

First Run Studies

Metrics



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Collective Enterprise: Maximize the whole, not

the pieces



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Collective Enterprise: Maximize the whole, not

the pieces

Contingency

CM/GC

Architect

Mechanical

Electrical

Engineering

Steel

Drywall

Conc. Civil

Glazing

Profit


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BUILDINGS LEAK AT THE

INTERSECTION OF CONTRACTS

Waterproofing

Structural steel

Roofing

Window

Caulking

Masonry

Concrete

Excavation

Foundation

Wall stud

Todd Zabelle



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KEY LEARNINGS

The larger system is the focus of managementattention, not local optimization

Stakeholder interests are aligned through

shared risk and reward Product life cycle stages are considered in the

development of the value equation

Product and process are designed together;indeed, all design criteria are considered when

generating and selecting from design options


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KEY LEARNINGS

Downstream players are involved in upstreamwork, and vice-versa

Continuous learning and innovation is the real

end game Variation is attacked and reduced variation in

work load, in process durations, in product

quality, in plan reliability,


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KEY LEARNINGS

Inventory, capacity, schedule and financialbuffers are sized and located to perform their

function of absorbing variability that cannot yet

be eliminated

The rule followed for release of work between

connected specialists is: Flow where you can, Pull

where you cant, Push where you must

Activities are performed at the last responsible

moment


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WHOS DOING LEAN?

Healthcare Projects (IPD or IPD-ish):

Sutter Health, Northern California

Camino Medical Center (DPR)

Castro Valley (Turner)

Cathedral Hill (Herrero/Boldt)

Palo Alto Medical Center (Skanska)

Sacramento General (renovation/new: Boldt)


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WHOS DOING LEAN?

Healthcare Projects:

UHS, company-wide

Texhoma

Temecula: Reducing sqft costs to $900/

SSM,

Cardinal Glennon, St. Louis

St. Claire, Fenton, Mo.


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WHOS DOING LEAN?

Healthcare Projects:

Affinity Healthcare, Appleton, Wis.

Augusta General, Maine

Martin Memorial, Stuart, Fla.

Seattle Childrens

Theda Care, Wisconsin


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WHOS DOING LEAN?

Public Projects:

School Projects:

Middle School, Dallas

Middle & High Schools, Los

Angeles

Community College, San Diego

St. Olaf College, Minnesota

Community College, Cleveland


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WHOS DOING LEAN? DESIGN FIRMS


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WHOS DOING LEAN? CONSTRUCTION FIRMS


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WHOS DOING LEAN? CONSTRUCTION FIRMS


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WHOS DOING LEAN? TRADES

Visit www.leanconstruction.org for all of our Corporate

members
http://www.leanconstruction.org/http://www.leanconstruction.org/


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THANKS!

Dick Bayer

Interim Executive Director

[email protected]

858-373-8449
mailto:[email protected]:[email protected]

lean_construction_principles_may_2011.pptx

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