Professional Documents
Culture Documents
CMP831
Lean Construction Principles and
Methods
Tariq S
S. Abdelhamid
Abdelhamid, Ph
Ph.D.
D
Associate Professor
School of Planning, Design and Construction
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Module I
Traditional 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 its
management practices
• Essential features of contemporary y
construction management techniques
• The problems with current construction
management techniques
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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)
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•Conceive:
•Owner’s Need Statement
•Develop:
E t bli h t off General
•Establishment G l
•Preliminary Design
Requirements
•Detailed Design
•Feasibility and Impact Studies
•Conceptual Design
•Execute:
•Assign Construction Team
•Finish:
Procurement
•Procurement
•Commissioning
•Onsite Planning
•Training
•Construction
•Commissioning
Owner Supplier
ents
irem sp
requ Design
development P
hase ec
s &
Supplier pl
Sub- an
Processor Consultant Contractor contractor(s) s
of the
Operation
Customer
Supplier Supplier
Processor Processor
of the of the
M
Management t C
Construction
t ti
Customer Customer
Cons facility
tr uctio
n production Phase
Burati, J.L., M.F. Matthews and Kalindi S.N., (1992). Quality management
organizations and techniques. Journal of Construction Engineering and
Management. Vol. 118 No 1, pp. 112-128. 6
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Construction Management
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• This definition is a C t
Cost
reflection of the famous
triangle of tradeoffs
between Time/Cost/Quality.
A long running joke in the
industry has been that you
can only get two out of the
three attributes.
Time Quality
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Total Cost
COST ($)
Construction Cost
Quality
Q lit Control
C t l&
Correction Costs
T/C guides
planning/control
Total Cost
CE
COST ($)
TM
Minimum Total Cost
Direct Cost
Minimum Duration
Indirect Cost
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Total Cost
COST ($)
Processing/Setup
Costs
Carrying Cost
EOQ
Quantity (Lot Size)
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Current State
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Current State
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Current State
Survey (cont.):
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Current State
Survey (cont.):
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Current State
Survey (cont.):
•There
Th iis a clear
l ttrend d among governmentt and d
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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• Correction/Re-work
C ti /R k
•Performing work out of sequence
•Waiting for design comments
•Inefficient construction methods
•Marshalling of materials on-site
•Redundant design/construction processes
•Lack of “JIT”
JIT construction practices
•Inefficient teamwork/communication
•Slowdown/stoppage in work processes
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ng
ommon Understandin
Co
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Design/Build
CM Agency
/At-Risk
CM/GC Hired
Engineers Hired
Adapted from:
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Process
Focus on day-to-day functions.
Operation Choice of constr
construction
ction methods
methods.
Decisions on activity sequencing.
Work Task Management of trade
interactions)
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Price to Profit 2
Sell 3
1
Profit 2
Cost to
Produce 1
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COST
GO
GOAL
ACTIVITIES
RESOURCE
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• C
Coordinate
di t work k with
ith master
t schedule
h d l and
d
weekly meetings
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© Lean
2008
Construction Institute 2003, used with permission.
PROJECT
OBJECTIVES
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Current Production
PROJECT
OBJECTIVES
Control
EXECUTING DID
RESOURCES THE PLAN
Schedule
Variance (SV)
Worker--days or $
Cost
ACWP
Workdays
Data Date / Time now 38
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SHOULD SHOULD
Highest CAN
Probability of
Task WILL
CAN Will Completion
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95-99%, Handling,
F
G
Activity H
I Inspections, and
J
K Wait; Non-Value
L
M adding; Waste
N
O
P
Q
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WORK SAMPLING
( hi h iis th
(which the way productivity
d ti it iis
traditionally improved in construction
assumes that construction operations
are independent)
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Industry Solutions
To counter problems caused by the shortfalls of current
CM paradigm and to attempt giving owners more than
Time/Cost/Quality, which weren’t consistently
delivered, some companies started to consider
solutions (workarounds):
•Value-engineering •Safety
•Design-build •IT
•Partnering •Productivity Improvement
TQM /QFD
•TQM •Computer Simulation
•Constructability
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Industry Solutions
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Industry Solutions
•Use of multi-skilled teams to decouple dependence
between activities
•Industrialization (fails because of sub-optimization)
•IT (fails as we are merely transferring wrong info
faster)
•Computer simulations; celebrates the incorporation
of variability in time and cost estimates without
trying to remove this biggest source of waste and
substandard performance.
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Customer is happy!
On time, on budget, desired quality,
No RFIs, No change orders,
No injuries/fatalities, no punch list items,
and totally green!!
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Module II
Lean Construction Management
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Production Theories
• What production Theory does construction
follow?
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Production Theories
Bertelsen and Koskela 2002
• Conversion/Transformation View
– Concept:
p Convert/transform inputs
p to outputs
p
– 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
9 Essentially an “Activity Management” philosophy
Production Paradigms/Theories
Bertelsen and Koskela 2002
• Flow view
– Concept: Flow of material is composed of transformation,
inspection moving and waiting
inspection,
– Principles: Elimination of WASTE (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
9 Essentially a “Flow (WASTE) Management” philosophy
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Production Paradigms/Theories
Bertelsen and Koskela 2002
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Lean Construction
Project management practiced
today gives us strategy – akin to
the process of controlling the
mainsail and rudders).
Project
Management
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WE PRACTICE:
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“A
A way to design production systems to
minimize waste of materials, time, and effort
in order to generate the maximum possible
amount of value."
Koskela, L., Howell, G., Ballard, G., and Tommelein, I. (2002). "The Foundations of Lean
Construction." Designg and Construction: Building g in Value,, R. Best,, and G. de Valence,,
eds., Butterworth-Heinemann, Elsevier, Oxford, UK.
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• 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
• Improves Customer Satisfaction
• Requires a Cultural Change.
(http://www.walbridge.com/lean/index.htm)
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Cost Quality
Lean Construction advocates
are working on figuring out
the mechanism and means to
achieve all sides of the cube
without having to settle for
one or two faces at a time. Sustainability
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Social autonomous
System Lean Construction agent
CONTROL
Thermostat model
Scientific experimentation model
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Supply Chain
(internet) Built Environment
(Mail Server – OPERATING SYSTEM?)
(SMTP) Constructors
(POP or IMAP store)
(POP or (POP or
IMAP) IMAP)
(SMTP) (SMTP)
Lean Construction is the
Operating System for the
built environment and the Owner A/E
(Mail Client)
Email Protocol that built (Mail Client)
environment agents use (SMTP)
to interact and operate
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Lean Construction
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Lean Construction
P
y
Partial Lean Construction
(cycle time reductions only)
Adapted from David J. Anderson posting at
http://www.agilemanagement.net/Articles/Weblog/FeaturedBlogEntries/QualityasaCompetitiveWeap.html
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Module III
Lean Construction Management
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Kano Model
source: http://www.gene2drug.com/bCustom/bProduct_features.asp
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‘Lean’ Value
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Value in Construction
• (Koskela 2000).
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Value in Construction
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Value in Construction
• Value is described as:
– “Conceptualization of production (from value
viewpoint): As a process where value for the
customer is created through fulfillment of his
requirements.”Bertelsen & Koskela (2002)
– ”…the construction process generates the
value wanted by the client.” Bertelsen & Koskela (2002)
– “Value is generated through a process of
negotiation between customer ends and
means.” Ballard & Howell (1998)
Value in Construction
• Value is a temporally changing subjective quality
that is determined by the client – the client will have
different values as the facility is evolving and even
after it’s delivered and occupied.
• In
I generall value
l from
f the
h client
li standpoint
d i cannot
be separated from the utility the client derives from
it.
• Maximizing value means maximizing the utility the
client derives from the facility they requested to be
built. Utility is maximized through a management
BY values approach
pp which simultaneously y considers
product and process value management.
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Value in Construction
• “The Client wants to know how you will add value to his
project” President of Parsons Brinckerhoff Construction
Services…Controlling time, cost, and quality is not
enough ENR Magazine,
enough…ENR Magazine ….December
December 22, 2002
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Value in Construction
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Value in Construction
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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 to
arrive at the desired value
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Module IV
Lean Construction Management
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Process
Lean Assembly Installation
Design Lean Design
Fab. Product
Detailed Design
Logistics
Engn.
Product and
JIT, Process;
Modularize Suppliers
Standardize, Design,
industrialize. Lean Supply strategic
.. alliances with
suppliers
Ballard (2000); Adapted by T. Abdelhamid
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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 local conditions.
• Determine applicable codes, standards, &
laws
©Lean Construction Institute, 2001
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Designing vs Making
Designing
•Produces the recipe
•Quality is realization of purpose
•Variability of outcomes is desirable
•Iteration can generate value
Making
Construction is •Prepares the meal
b th!!!!!Wh keep
both!!!!!Why k •Quality is conformance to requirements
these separate? •Variability of outcomes is not desirable
•Iteration (rework) generates waste
Waste in Design
Needless (Negative) Iterations
x d
e
Project Partner d e h x
(mm) (mm) (mm) (mm)
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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ng
ommon Understandin
Co
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Target Costing
Visionto
Value
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Designing for X
{ Cost
{ Buildability
{ Assembly
{ Durability
{ Flexibility
{ Sustainability
{ Etc.
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DfX Challenges
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Target Costing
Target costing is not the same as GMP. The latter is the sum of all the bids plus contingency. The
former is a different view all together.
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Target Costing
3 Basic Steps
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The Process
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{ A l Value
Apply V l Analysis
A l i techniques.
t h i
Function Analysis, Life Cycle Costing, QFD
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Value Engineering
5 Basic Steps
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Read This!!!
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Extraction
Extraction
Extraction Extraction
Extraction
Fabrication
Extraction
Construction
Site
Extraction
Extraction Extraction
Fabrication Extraction
Extraction
Suppliers
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Extraction
Extraction Extraction
Fabrication Extraction
Extraction
Suppliers
©Lean 134
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Lean Supply
At some point move to complete
off-site assembly
Lamp
Socket
Channel
End
Reflector Plate
Lamps
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USE
Operation
Commissioning Maintenance
Alteration
Decommissioning
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– 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.
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Module IV
Lean Construction Management
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LEAN CONSTRUCTION
IMPROVE WORKFLOW RELIABILITY ON
YOUR SITE BY THINKING THROUGH
PRODUCTION PROCESS DURING
PRODUCT DESIGN!!!!!!!!!
Work Flow
Waste
Variability Overburden
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•Production management
g (planning
(p g and control))
enables better performance at the system level
by exposing work flow issues (waste in
production, design and supply) at the task levels
p
•Improve work flow using
g the tools we have in the
lean toolbox or by developing new ones.
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Process
Operation
Work Task
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Production Management
Waste - Muda
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Work Structuring:
Master & Phase Schedules
Project
Objectives
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• Global sequencing
• Project Organizational/Contractual Structure
• Supply Chain Configurations (how the project
hooks to external production systems)
• Master Schedule & Phase Schedules
• Rough Cut Operations Designs; e.g., decision
to cast-in-place
cast in place vs precast
precast, or use a tower
crane vs rolling stock
• Detailed Operations Designs; e.g., how to
form-rebar-pour basement walls
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2008 Associates, 2004
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Master Schedule-1
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Entry Rules
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Workflow Variation
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Selecting,
Make work sequencing,
Workable Weekly
ready by & sizing work
Information Backlog Work Plans
screening
screening, we know
k
pulling, & FRS DID
can be done
Completed
Resources Production Work
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Selecting,
Make work sequencing,
Workable Weekly
ready by & sizing work
Information Backlog Work Plans
screening
screening, we know
k
pulling, & FRS DID
can be done
Completed
Resources Production Work
LOOKAHEAD SCHEDULE
Project: Same Day Sugery
Planner: Dena Deibert
Six Week Lookahead / Constraints Analysis Week of 10-23-00
10/24/04 10/31/04 11/7/04 11/14/04 11/21/04 11/28/04
Responsible
Activity Party Comments / Other
1 Fabricate louvers Air Flow x x xx x x x xx x x x x xx xx x xx x xx x x x xx x x 5-6 week lead time - Ordered 10-19-00
1 Fabricate auto entrance doors Besam x x xx x x x xx x Shipping 11-3; Besam header to Dickert
1 Fabricate curtainwall Klein Dickert x x xx x x x xx x x x x xx xx x xx x x Waiting for framing materials-by October
2 Mock-up review SLMC x x x x x x Millwork; Mirror
2 Masonry Work BDI xx x x x x xx xx x xx x xx x x x xx x x Roger needs to confirm if brick is in
2 Penthouse framing & decking Duwe xx x x x x Boldt to confirm placement of AHU's
2 Bid Pack 3 Submittals TBD x x xx x x x x xx xx x xx x x Award contracts
2 Start work on patient rooms 3847 -49
49 TBD x x xx x x x x xx xx x xx x x Need to coordinate with Jan Keepers
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
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Entry Rules
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Prerequisite
Process Output
Work
Resources
Task Explosion
Layout
Practices, Noise rules,
OK Spoil location OK Drawings
Drawings
Yes
Yes
Stakes
Siteplan Layout Layout Excavate Hole Form
Bench- Complete ready
marks
Labor &
Surveyor & Equipment & Material
Equipment Operator
Actual
©Lean Construction Institute, 2001
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Selecting,
Make work sequencing,
Workable Weekly
ready by & sizing work
Information Backlog Work Plans
screening
screening, we know
k
pulling, & FRS DID
can be done
Completed
Resources Production Work
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Entry Rules
SHOULD
CAN
ELGIBLE THESE TASKS
POSSIBLE FOR NEED TO BE
WORKABLE WILL MADE READY
BACKLOG
Unless commitment is made, there are only promises and hopes... but no plans. - Peter Drucker
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• Definition: Are assignments specific enough that the right type and amount of materials
can be collected, work can be coordinated with other trades, and it is possible to tell at
the end of the week if the assignment was completed?
• Soundness: Are all assignments sound, that is: Are all materials on hand? Is design
complete? Is prerequisite work complete? Note: During the plan week, the foreman will
have additional tasks to p perform in order to make assignments
g ready
y to be executed,,
e.g., coordination with trades working in the same area, movement of materials to the
point of installation, etc. However, the intent is to do whatever can be done to get the
work ready before the week in which it is to be done.
• Sequence: Are assignments selected from those that are sound in the constructability
order needed by the production unit itself and in the order needed by customer
processes? Are additional, lower priority assignments identified as workable backlog,
i.e., additional quality tasks available in case assignments fail or productivity exceeds
expectations?
• Size: Are assignments sized to the productive capability of each crew or subcrew
subcrew, while
still being achievable within the plan period? Does the assignment produce work for the
next production unit in the size and format required?
• Learning: Are assignments that are not completed within the week tracked and reasons
identified?
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Weekly Planning
Project: Same Day Surgery
Planner: Dena Deibert Week of 10/23/00
W kl Work
Weekly W k Plan
Pl
Assignment Description Make Ready Needs Done?
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Measuring PPC
Project: Same Day Sugery
Planner: Dena Deibert Week of 10/16/00
PPC = 69%
Assignment Description Done? PPC Analysis
Remember the Five Criteria for Release of Assignments Responsible
Party
Defined - Sound - Proper Sequence - Right Size - Able to
Learn 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 Jose' 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
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 Jim 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/Jim Leight x x x Y
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70
60
50
% Com p leted
40
30
20
10
0
3/25/2002 4/1/2002 4/8/2002 4/15/2002 4/22/2002 4/29/2002
Week
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On Budget &
Work Master SHOULD Schedule?
50%
Avg. PPC before LPSI
40%
30% Direction of PPC before LPSI
20%
10%
Last Planner System Implemented (LPSI)
0%
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 includes
the copyright statement herein. ©Luis Alarcon; www.leanconstruction.org
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Productivity Evolution
Presentation materials from 3rd Annual Lean Congress. This material may be copied freely as long at it includes
the copyright statement herein. ©Luis Alarcon; www.leanconstruction.org
1.40
Below Budget (Making $$)
1.20
86%
ductivity (Budget / Actual)
1.00 At Budget
65%
0.80
0 40
0.40
Prod
0.00
1 2 3 4 5 6 7 8
MONTHS
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Which
Whi h way should
h ld A
we try to go?
Wait
PPC=50%
Time B
PPC=70%
C
PPC=90%
(2)
(3)
(1)
0% 100%
Capacity Utilization
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Excavate footing 4-Nov Cal-Wrecking Pos sible delay caused by oversized footing.
Total Activities 27
Activities Ready 25
xxxx xxxx
xxxx
xxxx
xxxx xxxx
xxxx xxxx
No
Yes
Eye injury. Lost 2 days
welding time
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EXTREME FRAGMENTATION
NO FLOW
STRATEGIC PLANNING
CENTRAL CONTROL
DECENTRALIZED PLANNING
RAPID LEARNING
MEASUREMENT
BUILDING RELIABILITY
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Module V
Lean Construction Management
• Lean Construction
Implementation
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Waste - Muda
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Value-Waste Reciprocity !!
“There is no necessary reciprocity between value and waste. Only if
value is the operant variable can both waste and cost diminish.” Alan
Mossman - 2006
Value-Waste
Value- Project Cost
High
g relation
$$$
Value
Low
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7 Forms of Waste
Anywhere work is performed, waste is being generated
and must be removed.
CORRECTION
MOTION
Repair or
WAITING Rework Any wasted motion
5 times to pick up parts or
Any non-work time stack parts. Also
waiting for tools, wasted walking
supplies, parts, etc..
Types
PROCESSING OVERPRODUCTION
of Producing more
Doing more work than
is necessary
Waste than is needed
before it is needed
INVENTORY
CONVEYANCE
Maintaining excess
inventory of raw mat’ls, Wasted effort to transport
parts in process, or materials, parts, or
finished goods. finished goods into or
out of storage, or
between
processes.
Kentucky 209
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2008 for Experiential Education 1998 / Shingo 1989
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A 1-5% Processing
B
C
(Conversion); Value
D adding
E
F
G 95-99%
95 99% Handling
Handling,
Activity H
I Inspections, and
J
K Wait; Non-
L
M Essential; Waste
N
O
P
Q
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A 1-5% Processing
B (Conversion); Value
With Value Stream C
D adding
Mapping, you find E
F
G 95-99% Handling,
the Construction Task H
I Inspections, and
J
K Wait; Non-
L
M Essential; Waste
N
O
P
Q
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What Is Value
Stream Mapping?
Planning tool to optimize
results of eliminating waste
current state VSM future state VSM
+ + Lean =
Basics
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Operation
Processing Processing Processing
Process
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No.of Resources
Crew strength 5
Crane operator 1
Crane 1
Concrete truck operator 1
ON SITE LAY O U T OF RESOURCES Concrete truck 1
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Tariq Abdelhamid- CMP831- Michigan State University 2008 Seidel et al (2005) , used with permission
Inspect Wire
Layout Assemble Store Hangers Hangers Before
and Wire Move Hangers Installing
Measure Hangers
Area
Delayed
Metal Waiting Install
Rail/Guide for Next Wire Decide
Decisions Crew Hangers wire
Member hanger
placement
Inspect Install
Metal Rails/ Ceiling Decide on
Install Metal
Guides Panels “Special”
Rails/Guides
Ceilingg
Panels
Inspect Insert
Clean Up Suspended “Special
Ceiling ” Ceiling
System Panels
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Suspended Ceiling
Suggestions, Cont.
Suggestion Two:
– Eliminate ceiling system all together
– Spray Paint exposed mechanical components
– Practicality of Suggestion:
• Easy to implement
• Improves cost and reduces time on schedule
– Lean Principles:
• Team felt the suspended ceiling system added
minimal, if any, value to the owner
• Painted system allows easier access to
mechanicals from a facilities management (owner’s)
perspective
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Tariq Abdelhamid- CMP831- Michigan State University 2008 Barshan al (2002) , used with permission
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Flow diagram
place rebar
tie rebar
re ba r storage on site
25 ft
12 ft
finishe d reba r
w ork in progress
50ft
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Tariq Abdelhamid- CMP831- Michigan State University 2008 Barshan al (2002) , used with permission
PROPOSAL 1
Truck w ith re ba r
position 1 position 2
50ft
Using the crane to directly place the rebar on the deck, using only one labor
Flow diagram
rebar
eba from
o t
truck
uc
tie rebar
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PROPOSAL 2
Bea m
Work in Progre ss
50ft
40ft
Cra ne
Bea m
Flow diagram
inspect
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Improve
quality
} C t decrease
Costs d — less
l rework,
fewer accidents, mistakes,
delays, snags; better use of
equipment and materials
k
} }
Productivity
improves
C t
Capture th
the
market with
better quality
} } }
and lower price
Stay in
business
Provide
jobs and
more jobs
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Module VI
Lean Construction Management
• Summary
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LC Levels of implementation
Level Features Tools Involved/
Benefiting Party
1 Improved Work LPDS: LPS® Contractor and/or
Coordination Sub-contractor
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Level 1
Waste - Muda
Last Planner System®
Proactive Safety
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LC Levels of implementation
Level Features Tools Involved/
Benefiting Party
1 Improved Work LPDS: LPS® Contractor and/or
Coordination Sub-contractor
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LC Levels of implementation
Level Features Tools Involved/
Benefiting Party
1 Improved Work LPDS: LPS® Contractor and/or
Coordination Sub-contractor
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• Th
The Lean
L Way
W - Integrated
I t t d Project
P j t
Delivery Or Relational Contracting to
Increase Workflow Reliability
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Value Recipient
Owner&
Architect(s)&
Contractor(s)
Architect(s)& Reliable
Contractor(s) Workflow
Contractor(s)
LC
Implementation
263
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Enovio Consulting
CPM IT Tools
Production Control
LPS®
Reliable Workflow
264
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Results
• Pacific Contracting increased their annual turnover by 20% in
18 months with same staff
• Neenan Company reduced project times and cost by up to
30%
• “If we can gget the construction community y to embrace these
methodologies, it will make every person perform their jobs
better. And I think that’s exciting. It will make us better, more
efficient, and probably more profitable” Dan Wojtkowski,
network director for design and construction – SSM
Healthcare
• "Lean lowers the 'hair-on-fire' index on our jobs." - Linbeck
Construction
• "First,
"Fi t Lean
L is
i simply
i l systematically
t ti ll appliedli d common sense.
Second, it is counterintuitive. Unlike anything I've seen before,
it causes us to rethink how we manage work. And, finally we
saw it as an opportunity to deliver high value facilities to the
marketplace in shorter time." Paul Reiser, Boldt's vice
president for production process innovation,
265
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Lean Traditional
Focus is on the production Focus is on transactions and
system contracts
Task, Flow & Value Task Goal
Downstream players are Decisions are made sequentially
involved in upstream decisions. by specialists and ‘thrown over
the wall’
Product and process are Product design is completed,
designed together then process design begins
All product life cycle stages are Not all product life cycle stages
considered in design are considered in design
Activities are performed at the Activities are performed as soon
last responsible moment as possible
Lean Traditional
Systematic efforts are made to Separate organizations link
reduce supply
pp y chain lead times together
g through
g the market, and
take what the market offers
Learning is incorporated into Learning occurs sporadically
project, firm, and supply chain
management
Stakeholder interests are aligned Stakeholder interests are not
aligned
Buffers are sized and located to Participants build up large
perform their function of absorbing inventories to protect their own
system variability interests
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“A
A way to design production systems to
minimize waste of materials, time, and effort
in order to generate the maximum possible
amount of value."
Koskela, L., Howell, G., Ballard, G., and Tommelein, I. (2002). "The Foundations of Lean
Construction." Designg and Construction: Building g in Value,, R. Best,, and G. de Valence,,
eds., Butterworth-Heinemann, Elsevier, Oxford, UK.
269
Tariq Abdelhamid- CMP831- Michigan State University 2008
Lean Construction
• " A coherent production management
philosophy and set of practice designed to
maximize value in the delivery of projects to
owner/client by improving site-level
production planning, execution,
coordination, and control through a
systematic elimination of inefficiencies in the
design process,
process the supply chain structure,
structure
and the construction operations that impede
the continuous flow of material and
information on a construction project."
270
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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.
273
Tariq Abdelhamid- CMP831- Michigan State University 2008
• Applied to construction
construction, Lean changes the way work is done throughout the delivery
process. Lean Construction extends from the objectives of a lean production system -
maximize value and minimize waste - to specific techniques and applies them in a new
project delivery process. As a result:
– The facility and its delivery process are designed together to better reveal and support
customer purposes. Positive iteration within the process is supported and negative iteration
reduced.
– Work is structured throughout the process to maximize value and to reduce waste at the
project delivery level.
– Efforts to manage and improve performance are aimed at improving total project performance
because it is more important than reducing the cost or increasing the speed of any activity.
– "C t l" iis redefined
"Control" d fi d ffrom ""monitoring
it i results"
lt " to
t "making
" ki thi
things happen."
h " The
Th performance
f off
the planning and control systems are measured and improved.
The reliable release of work between specialists in design, supply and assembly
assures value is delivered to the customer and waste is reduced. Lean Construction is
particularly useful on complex, uncertain and quick projects. It challenges the belief that
there must always be a trade between time, cost, and quality
www.leanconstruction.org
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• 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
• Improves Customer Satisfaction
• Requires a Cultural Change.
(http://www.walbridge.com/lean/index.htm)
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“The
The right people talking about the
right things at the right time at the
right level of details”
Greg
g Howell – LCI
276
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Come together
g to:
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