Transcript Lean Construction Principles - Cold Climate Construction Conference

Dick Bayer
May 16, 2011
LEAN CONSTRUCTION PRINCIPLES
BACKGROUND
Try partnering to
influence how we
do work on the
project
Use the contract
to influence how
we do work on
the project
BACKGROUND
O
A
R
Change the
operating
system
Change the observer
HOW DO WE MANAGE PROJECTS NOW?
• Determine client requirements including quality,
time and budget limits. Design to meet them.
Program
© 2011 Lean Construction Institute
Design to
Program
Price
Redesign
to Match
Price
HOW DO WE MANAGE PROJECTS NOW?
• Break project into activities, estimating duration
and resource requirements for each activity and
placing them in a logical order with CPM
Demolition
Grade & Fill
Foundations
© 2011 Lean Construction Institute
HOW DO WE MANAGE PROJECTS NOW?
• Assign or contract each activity, give start notice
and monitor safety, quality, time and cost
standards. Act on negative variance from
standards
© 2011 Lean Construction Institute
HOW DO WE MANAGE PROJECTS NOW?
• Coordinate with master schedule and weekly
meetings
© 2011 Lean Construction Institute
HOW DO WE MANAGE PROJECTS NOW?
• Reduce cost by productivity improvement
• Reduce duration by speeding each piece or
changing logic
© 2011 Lean Construction Institute
HOW DO WE MANAGE PROJECTS NOW?
• Improve quality and safety with inspection
and enforcement
© 2011 Lean Construction Institute
TRADITIONAL PROJECT MANAGEMENT:
A COHERENT COMMON SENSE
Organization
Command &
Control
© 2011 Lean Construction Institute
Operating
System
Activity Centered
(CPM)
Commercial
Transactional
LEAN PROJECT MANAGEMENT:
A MORE COHERENT COMMON SENSE
Organization
Operating
System
Collaborative
Flow Centered
© 2011 Lean Construction Institute
Commercial
Relational
LEAN TECHNIQUES AND PROCESSES
Three opportunities of lean construction
and design:
• Impeccable coordination
• The project as a production system
• The project as collective enterprise
LEAN TECHNIQUES AND PROCESSES
Impeccable coordination

Understanding the work

Collaborative planning

Reliable promising
LEAN TECHNIQUES AND PROCESSES
Understanding the Work: Traditional Process
≤100%
Pre-Construction Services
Construction
Common
Understanding
Owner
Architect Hired
Engineers Hired
CM/GC Hired
Major Trades Hired
SD
DD
CD
LEAN TECHNIQUES AND PROCESSES
Understanding the Work: Lean Project
100%
Pre-Construction Services
Construction
Common
Understanding
Owner
Architect Hired
CM/GC Hired
Engineers Hired
Major Trades Hired
Valid.
Concept
Design
Implementation
Time
LEAN TECHNIQUES AND PROCESSES
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 by
the prior trade.
4.
Work is done by rolling a die (singular of ‘dice’) and passing
the number of units rolled—up 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 Institute
18
PARADE OF TRADES
Move 35 units of work through 7 trades.
Work is completed at the end of the week and passed to next
trade. Place materials on table as shown.
Chips (the units of
work) & Score
Sheet
Concrete
Paint
Mason
Electrical
Facade
Plumber
Carpenter
© 2009 Lean Construction Institute
Die
19
PARADE OF TRADES
1. Distribute score
sheets as directed
2. Chips on the left of
Concrete
3. Establish queue
spaces between
each trade and cup
at end.
4. Give die to Painter
5. FUNDAMENTAL
RULE: Chips move
right, dice move left
© 2009 Lean Construction Institute
20
PARADE OF TRADES
Mason rolls 2,
moves 2, leaving 1 in
inventory.
Hands the die to
Concrete.
Records the result.
© 2011 Lean Construction Institute
21
PARADE OF TRADES
Concrete rolls 3 and moves 3 chips.
Hands the die to the painter!
Records the result.
End of Week 1
Painter says,
“Beginning week 2”
Die passes left all the way
around the circle to the
Mason.
© 2011 Lean Construction Institute
22
PARADE OF TRADES
Week 2: Mason rolls 2; passes 2, 1 in
inventory. Mason records 2, hands die to
Concrete.
© 2011 Lean Construction Institute
Concrete rolls 2, passes 2,
records.
Hands die to Painter.
Painter says, “Beginning
week 3.”
23
PARADE OF TRADES
Week 3: Facade rolls, passes & records.
Hands die to Mason. Mason rolls, records
and hands die to Concrete. And so it goes.
© 2011 Lean Construction Institute
PARADE OF TRADES
Mason
Facade
Chips
Concrete
35
Carpenter
Paint
Plumber
Electrical
© 2009 Lean Construction Institute
Keep
passing
the die
to the
left!
25
PARADE OF TRADES
Record the week
each Trade finishes.
Sum and record the
Available Capacity
for all Trades. Sum
and record the total
Remaining
Inventory for all
Trades except
Concrete. Note the
highest amount of
Inventory in any
week for each
trade. Call out
scores when asked.
© 2011 Lean Construction Institute
Craft
Total Capacity
Week Complete
(Sum "Column 1")
Total Inventory
(Column 3)
Highest inventory
in any week for
this trade
Black
Red
Concrete
Mason
Façade
Carpenter
Plumber
Electrical
Paint
Sum of
Column
Circle Color of Dots on Die
Blue
26
PARADE OF TRADES

Scheduling:

How many weeks will
it take you to move 35
pieces of work
through 7 trade
stations?
© 2011 Lean Construction Institute
 Profitability:

What’s the number of
resources you will use
to move 35 pieces of
work through 7 trade
stations?
27
RESULTS
Worst
Average
Best
1.1.1.6.6.6
© 2011 Lean Construction Institute
1.2.2.5.5.6
1.2.3.4.5.6
2.2.3.4.5.5
2.3.3.4.4.5
3.3.3.4.4.4
28
LEAN TECHNIQUES AND PROCESSES
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)
LEAN TECHNIQUES AND PROCESSES
Collaborative
Planning
Chilled Water
Plant–
3-D BIM model,
located the
equipment on the pad,
connected the piping and
identified the hangers . . .
LEAN TECHNIQUES AND PROCESSES
Collaborative
Planning:
. . .then
designed the
structure to
carry the
building
components
LEAN TECHNIQUES AND PROCESSES
Collaborative
Planning
Short loop
design iterations
using budget as a
design criteria

LEAN TECHNIQUES AND PROCESSES
Collaborative Planning: Set Based Design
Create
Analyze
Converge
Decide
LEAN TECHNIQUES AND PROCESSES
Reliable Promising:
in Design and
Construction
Pull planning for
design efforts

LEAN TECHNIQUES AND PROCESSES
Reliable Promising:
in Design and
Construction
LEAN TECHNIQUES AND PROCESSES
Reliable Promising: in Design and Construction
IMPECCABLE COORDINATION & PRODUCTION
SYSTEM DESIGN
© 2011 Lean Construction Institute
Begin with blank card
Goal is to produce a card that looks like this . . .
© 2011 Lean Construction Institute
© 2011 Lean Construction Institute
Station 1 performs any necessary layout
for installation
© 2011 Lean Construction Institute
Station 2 is responsible for assuring batch
size
Batches of 5 must be punched and
secured with a paper clip
© 2011 Lean Construction Institute
Station 3 is responsible for
installing the green dot
© 2011 Lean Construction Institute
Station 4 is responsible for installing 3
red dots
© 2011 Lean Construction Institute
Station 5 is responsible for installing the
yellow dot
© 2011 Lean Construction Institute
Station 6 is responsible for installing
star on yellow dot
© 2011 Lean Construction Institute
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

© 2011 Lean Construction Institute
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 CAN’T.
QC Problems only detected by Inspector - NO
FEEDBACK - 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.
© 2011 Lean Construction Institute
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.

© 2011 Lean Construction Institute
YOUR HYPOTHESES
How many good cards will your team produce
in 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)?

© 2011 Lean Construction Institute
HOW COULD THIS SYSTEM BE
REDESIGNED FOR BETTER
PERFORMANCE?
© 2011 Lean Construction Institute
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 is
empty (pull mechanism).
Workstations in Work Flow Sequence
Materials located at station
Stations 2-7 have an incoming queue space
© 2011 Lean Construction Institute
PHASE 2 POLICIES






QC Problems may be verbalized by any worker
 SOME THINKING and TALKING ALLOWED
All QC problems set aside as rework at station
discovered.
 TURN UPSIDE DOWN
Everyone is paid hourly wages plus a bonus for
team performance.
Workers perform only their assigned tasks
Workers cannot fix QC problems from upstream
Inspector announces first good card.
© 2011 Lean Construction Institute
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 between
stations (Batch size of 1)
Components can only be placed in queue when it
is empty (pull mechanism).
Workstations in Work Flow Sequence
Materials located at station
Stations 2-7 have an incoming queue space
© 2011 Lean Construction Institute
PHASE 3 POLICIES





Workers perform ANY step in the production
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.
© 2011 Lean Construction Institute
YOUR HYPOTHESES
How many good cards will your team produce
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)?

© 2011 Lean Construction Institute
THE DOT GAME
1.
2.
What are the key points or lessons for you?
How might these apply to designing and
building? How could you use what you have
learned on your project?
© 2011 Lean Construction Institute
GOALS FOR PRODUCTION SYSTEM DESIGN

Match throughput rate to demand rate

Minimize cycle time

Reduce WIP to the minimum needed to
maintain throughput

Minimize resources required
© 2011 Lean Construction Institute
LEAN TECHNIQUES AND PROCESSES
Reliable Promising: in Design and Const.
1
1
0.9
0.9
0.8
0.8
0.7
0.7
0.6
0.6
0.5
0.5
0.4
0.4
0.3
0.3
0.2
0.2
PPC
0.1
0.1
4 Week Moving Average
0
0
33308 33316 33323 33330 33337 33344 33351 33378 33385 33393 33406 33427 33432 33439
Planning System Measurement
LEAN TECHNIQUES AND PROCESSES
Production System Design
LEAN TECHNIQUES AND PROCESSES
Production System Design:
 Target Value Design
 Pull planning
 Built in Quality Plan
 Safety Plan
 First Run Studies
 Metrics
LEAN TECHNIQUES AND PROCESSES
Collective Enterprise: Maximize the whole, not the
pieces
LEAN TECHNIQUES AND PROCESSES
Collective Enterprise: Maximize the whole, not the
pieces
Architect
Glazing Engineering
Drywall
Electrical
CM/GC
Mechanical
Steel
Conc.
Profit
Contingency
Civil
“BUILDINGS LEAK AT THE
INTERSECTION OF CONTRACTS”
Todd Zabelle
Roofing
Wall stud
Caulking
Window
Masonry
Waterproofing
Concrete
Structural steel
Foundation
Excavation
© 2010 Lean Construction Institute
KEY LEARNINGS
• The larger system is the focus of management
attention, 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
KEY LEARNINGS
• Downstream players are involved in upstream
work, 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, …
KEY LEARNINGS
• Inventory, capacity, schedule and financial
buffers 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 can’t, Push where you must
• Activities are performed at the last responsible
moment
WHO’S 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)
WHO’S DOING LEAN?
•Healthcare Projects:
• UHS, company-wide
• Texhoma
• Temecula: Reducing sqft costs to $900/
• SSM,
• Cardinal Glennon, St. Louis
• St. Claire, Fenton, Mo.
WHO’S DOING LEAN?
• Healthcare Projects:
• Affinity Healthcare, Appleton, Wis.
• Augusta General, Maine
• Martin Memorial, Stuart, Fla.
• Seattle Children’s
• Theda Care, Wisconsin
WHO’S 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
WHO’S DOING LEAN? DESIGN FIRMS
WHO’S DOING LEAN? CONSTRUCTION FIRMS
WHO’S DOING LEAN? CONSTRUCTION FIRMS
WHO’S DOING LEAN? TRADES
Visit www.leanconstruction.org for all of our Corporate members
THANKS!
Dick Bayer
Interim Executive Director
[email protected]
858-373-8449