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Implementing Lean in Construction

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John Allison

on 19 September 2015

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Transcript of Implementing Lean in Construction

Implementing Lean in Construction
An overview of "CIRIA C730: Implementing Lean in Construction - Lean Tools and Techniques - an introduction" by John Allison
Five principles of Lean
Customer Value
Specify value from the standpoint of the end customer. What does he actually want? For example:

A building that meets functional performance requirements
Best 'value' design
Delivery on a certain date; interim dates
'Right first time' quality
Within budget

The value chain
Identify and map all the steps in the value chain, eliminating whenever possible those steps that do not create value.

Why spend time doing something that the client doesn't want or need? Only a small fraction of the total time and effort in any organisation actually adds value for the end customer
Create flow
Achieve the best sequence and programme by:
Establish pull
The action of only doing work in-line to the demand of the client.

Pace activities to the needs of the client and closely integrate activities so they are carried out only when needed.
Seek perfection
Striving for perfection through continuous improvement. Research and develop improved methods and learn lessons from project to project.
What does the client want?
Balancing work
Breaking a work area into smaller areas to create work-fronts for succeeding activities
Simultaneous working
Remove things that delay and disrupt

Work can be divided into three components
Value adding
Work that changes the shape or nature of the product in a way that contributes to the final form that the client is willing to pay for
Essential non-value adding activities
These must be done to enable the value-adding activities to be done, but don't add value, e.g. inspections, submittals, subcontract procurement, etc.
Anything that is not value-adding or essential
A key principle of Lean is the identification and systematic elimination of process waste from every stage of the value chain
Unnecessary movement and handling of goods
Poor planning and control of stock leading to excesses and shortages
Excessive or unnecessary movement of people when carrying out work due to poor layout of tools, materials, plant, etc.
Where people or plant are idle
because information, materials, people or access is not available
Producing more than is required or completed ahead of time, which will introduce out-of-sequence works
Doing more than the design and spec requires leading to excessive time and/or cost
Non-'right first time' quality requiring rework, introducing extra time and cost
kills Misuse
The waste of not effectively tapping into the expertise and knowledge of people
There are 8 types of waste:
Goal setting
Hoshin kanri
(Japanese for direction management)
is a method devised to capture and cement strategic goals as well as flashes of insight about the future and develop the means to bring these into reality.

The aim is to deliver against agreed vision, objectives and strategy for Lean project delivery. A single page plan can
provides a concise overview of the project's goals and how they will be realised.
Agree processes for measuring, displaying, reporting and governing. Clear roles and responsibilities for project delivery and management should be defined.
Communicate the vision, objectives and process to all parties and participants. Cascade down so they become part of the induction process for all participants.
Implement and operate - closely monitor
performance and achievement using the
agreed set of measures.
Define and agree the vision and objectives for the project through workshops
Lean collaborative planning and project management
Collaborative planning and project management brings together representatives from all contributing organisations. The aim is to jointly develop an agreed programme that all project activities, design, procurement, construction and support will be aligned and managed to.
High-level collaborative
master target programme
Early workshop with key contributors represented to agree sequence of work, target durations and how trades should work together in terms of sequential or parallel working.
Short-term detailed
production plan
A brief one or two hour workshop should be held a few weeks before start on site. To be attended by the people who will be responsible for doing and organising the work and cover all things, i.e. labour, materials, plant, information, permits.
Detailed level collaborative
master target programme
This workshop aims to develop the programme into a detailed rolling daily programme for typically the first eight to twelve weeks. The workshop should be repeated every month.
Daily brief
Daily briefings should track daily progress against planned progress and make any adjustments in response to gains or losses to programme. Any issues affecting the accurate and timely completion of any work activity should be logged and the lost time quantified.

Clear communication of expectations (safety, production, quality, etc.) is essential.
Weekly production
A look back at the previous week's work in terms of performance against the programme. Attended by the trade supervisors, area managers, planners and project manager.
Structured problem solving
Team-based approach for continually identifying and then resolving issues and events that detrimentally affect the completion of an activity.

The aim is to identify the real origin or root cause of a problem and resolve the problem at source rather than continually dealing with the symptoms of a problem.
Strategic goal setting
Collaborative planning
Structured problem solving
Five principles of Lean
The 5S Approach
5S applies to any work area (i.e. site areas of work, materials storage areas, offices). A 5S improvement activity should be carried out by the people who work within the area/process, so that ownership of the 5S standard, its maintenance and improvement is achieved
The 5 S Approach
Visual Management
It should be easy and quick to understand what is the work situation in terms of status against the plan, whether there are any issues and, if so, who is dealing with them and the status of resolution.
Visual Management
Process Improvement
Process improvement refers to the activity of establishing effective and efficient processes within
a business, a project organisation such as a partnering framework and/or for the processes used
to deliver a project
Operations Improvement
Operations improvement is about improving the way that work activity is being carried out by removing process waste and ensuring that the ‘best’ way to complete work activity is being used
Operations Improvement
Thank you. Any questions?
Full transcript