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LEAN CONSTRUCTION

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by

Daniel Rooney

on 16 August 2014

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Transcript of LEAN CONSTRUCTION

LEAN CONSTRUCTION
VALUE

CONTINUOUS IMPROVEMENT

LAST RESPONSIBLE MOMENT
LEAN PRINCIPLES
FLOW
MAKING WORK READY
RELIABLE COMMITMENTS
WORKING IN PARALLEL
PULL PLANNING

FLOW
TECHNIQUES
EQUAL DURATIONS
MULTIPLE START POINTS
SEQUENCING
MANAGEABLE CHUNKS
5 days per side =
20 days
5 days per side
concurrently
= 5 days total
WASTE
Seven Categories of Waste
Overprocessing

Excess Inventory
Overproduction

Delays waiting on upstream activities
Defects
Delays waiting on upstream activities
Collaborative Design and Planning
- Change Avoidance

Make reliable commitments and track them
- 6 week look aheads
-2 week look aheads
-Pull Planning

Adequate materials and appropriate tools


Defects
Collaborative Design
- Trade Partner Input
- Constructability Review
-Submittal onboarding

Building Information Modeling

Mockups

Fabricate in improved conditions

Construct repetitively
Unnecessary transport of materials
Unnecessary movement of people
Unnecessary transport of materials
*Any movement between when it arrives onsite to when it reaches it's ultimate destination may be waste
* Any materials installed to temporarily take the place of a permanent material may be waste
Techniques:
-Just in time delivery (even late day delivery)
-Assembled as much as possible
-Everything stored on wheels
-Materials tagged and in gang boxes
- Moisture resistant board
- Ductwork for temp heaters and fans
-Earth retention used as concrete formwork
-MultiTrade hangers / unistrut
-Excavation and backfill for U/G Utilities

Unnecessary movement of people
Stored materials impeding flow
Avoid trips to tool crib, parts trailer or prints
Carts for regularly used tools and parts
Materials bundled on pallets/bins
Radios and/or phones to convey needs
Jigs and templates
Soffits, window frames, door frames
Room layouts
Technology: iPads, Plan Grid, Trimble, BIM
Avoid work off of lifts whenever possible
Share Common Equipment: lifts, hydromobile
Deep leg track (can avoid cutting to length)
Avoid returning to rooms/areas repeatedly
LEAN RE-DEFINES
Control
- limiting project variations to maximize output of work flow, the ability to make thing happen as intended
Performance
- maximizing value and minimizing waste by increasing collaboration
Coordination
- action through pulling and continuous flow, with certainty
Value
- defined by the customer (or recipient) throughout the life of the project
Project
- a promise delivered by a group of people working within a network of commitments
PROJECT PERFORMERS
People responsible for planning the work they will perform, and delivering on their promises
People involved in successive level of planning: milestones to weekly, even daily, planning
People who refine, learn, innovate, and adjust to the future
People who are empowered to negotiate commitments, within the milestones*
RELIABLE PROMISES
When people make reliable promises and do what they say:
Others move forward on their promises resulting in greater trust and predictable workflow
Crews can work closer together, even realizing enhanced productivity and safety
WHY LEAN?
Construction industry is falling behind in advancements in productivity
Some could argue we are less impressive in our construction "feats" today than 2000 years ago
WHY LEAN?
Studies show construction trades average 34% of day on non-value added waste (materials and tools)
On a weekly basis, most projects only accomplish half of what we say we will do
WHY LEAN?
Last Planner
Overcomes separation of planning from execution
Addresses elimination of: workers waiting on work -and- work waiting on workers
Make Ready = identifying and eliminating constraints
Pull Planning: having downstream trades "pull" predecessors for critical path needs
Pull Planning
THREE LEVELS OF PLANNING

Phase Planning
- milestones (3-4 mons)
Make Ready Planning
- identifying and eliminating constraints (6 week)
Pull planning
- foremen scheduling weekly tasks towards milestone (2 week)

Percent Plan Complete (PPC)
Monitoring
Pull Planning
Make Ready Planning

-Choose milestone (master or interim)
-Work backwards starting with last activity
-Gives and Gets: Ask yourself.."for my tasks, what do I need from someone in order to do it? And what will I be able to give when done?"
-Post-It Notes replace activities in bar chart
* Color coded by Trade for quick identification
-Backlog items: Non-critical path "filler" work
Pull Planning
Weekly Planning and Daily Huddles
Post-It Notes list specific activity, duration (or one note per day), manpower, and give/gets

Constraints and milestones are Post-It notes as diamonds (rotated) - RFI, Bulletin, Shop Drawing review, etc.

Daily Huddles to set mid-day goals for measuring likelihood task will be completed by end of day
Full transcript