CFW - Continuous Improvement & Lean Techniques
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- 1. Lean Construction & Continuous Improvement John Clement
/ Ian Widdrington 23rd June 2015
- 2. Golf Ball Challenge Background to Lean 5 Principles of Lean
Value Adding Work & Non-value Adding Work Lean Toolbox SMED
Printing Press Break 5S Numbers Continuous Improvement Tools +
Cultural Barriers to Continuous Improvement Agenda
- 3. Golf Ball Challenge Objective: The golf ball is to touch
everyones hands and end up with the person who started the
sequence, in the shortest possible time. Rules: First person is the
last person to touch the ball Each person to touch the ball in
turn, separately 3 timed goes to see how much you can reduce the
process time.
- 4. Definition What is Lean Construction? Maximising VALUE to
you and your clients by Minimising WASTE (NON-VALUE ADDING work)
Doing MORE with LESS (less time, less equipment, less effort)
- 5. Definition What is Continuous Improvement? Engaging with
your workforce to constantly achieve incremental steps of Quality
& Efficiency Improvement Some of which steps may lead to real
Innovation
- 6. History of Lean & CI & Daniel T Jones
- 7. Original Gilbreth
- 8. 5 Key Drivers of Change Committed leadership Focus on the
customer Integrated processes and teams Quality driven agenda
Commitment to people. Targets 10% reduction in construction cost
10% reduction in construction time Defects in projects reduced by
20% per year Daniel T Jones contributor Sir John Egan Nov 1998
- 9. 1. Specify Value from the customers perspective 2. Map the
Value Stream clearly distinguishing Value Adding work from Non
Value Adding work 3. Flow: Uninterrupted, balanced flow between
Value Creating Steps 4. Pull System dependant on Customer Demand 5.
Perfection: Continuous Improvement with Site Operative
InvolvementProf Daniel Jones 5 Principles of Lean
- 10. Learn to see all your companys work as a Flow Process / a
Value Stream Order Generation Work Carried Out Invoice Raised
Payment Top Tip
- 11. PV Solar Farm Installation Process
- 12. Construction Phase Plan
- 13. Including Back Office Processes
- 14. Identifying Waste Non Value Adding Work Value Adding / Non
value Adding
- 15. Transport Inventory Motion Waiting Over-production
Over-process Defects 7 Wastes (Muda) 7 Wastes = Non Value Adding
Work MOVE IT OVER THERE UNTIL WE NEED IT 3 Biggest Wastes
- 16. 8 Wastes (Lean Sigma) Under-utilised Talent Under-utilised
Machinery Waste Materials Wasted Energy
- 17. Value Adding Work Operation that changes the product or
service, moving it closer to a usable, saleable item 1. It must
transform the product or service 2. The customer must be willing to
pay for it 3. It must be done correctly the first time Value Adding
/ Non value Adding
- 18. 1 week cycle = 168 hours Which are the Value Adding
operations? Roughly how long do they take? ~4 hours = 2.4% Value
Add Value Adding Work
- 19. Value Stream Mapping
- 20. Ref No. Activity Description Dept Area within Dept Time
(mins) Distance (m) No. People Day Shift Operation Transport
Inspection Store Delay 1 Load brick to Super Saw 5 5 2 Get the
templates to cut bricks 2 2 3 Set-up the machine to cut bricks 5 5
4 Cut the bricks (batch of 100) 80 80 5 Move cut bricks to storage
2 2 6 Move from storage to kiln 2 2 7 Drying bricks in kiln 30 30 8
Cooling time 20 20 9 Move to bonding storage area 2 2 10 Move to
bonding area 2 2 11 Bonding bricks together 50 50 12 Curing time
600 600 13 Stack down on pallets 20 20 14 Stretch wrap pallets 5 5
15 Move to packing 2 2 16 Packing 10 10 17 Move to yard 3 3 18
Store awaiting delivery ? Totals 840 0 0 190 38 7 5 600 Operating
Time 190 minutes % Value Adding 23% NB - Specify if machine cycle
times include tra Value Stream Mapping
- 21. 5S Visual Management JIT / Pull System Kanban Right First
Time Poka Yoke / Mistake Proofing 7, 8, 9, Wastes Lean Toolbox
Value Stream Mapping SMED Kaizen / CI Activity PDCA Cycle TPM OEE
Standardised Work Gemba
- 22. Pit Stop Single Minute Exchange of Dies SMED 7 Steps to
reducing changeover time using the SMED system: 1. OBSERVE the
current methodology 2. Separate the INTERNAL and EXTERNAL
activities Internal activities are those that can only be performed
when the process is stopped, while External activities can be done
while the last batch is being produced, or once the next batch has
started. 3. Convert (where possible) Internal activities into
External ones. 4. Streamline the remaining Internal activities, by
simplifying them - Focus on fixings Its only the last turn of a
bolt that tightens it, the rest is just movement. 5. Streamline the
External activities, so that they are of a similar scale to the
Internal ones Practicality! 6. Document the new procedure, and
actions that are yet to be completed. 7. Do it all again: For each
iteration of the above process, a 45% improvement in set-up times
should be expected, so it may take several iterations to cross the
ten minute line.
- 23. Quick Hitch Bucket
- 24. Modular Offsite Construction
- 25. Printing Press
- 26. Change over the press and print: or Unplug heating element
Fetch tools from tool store Put on PPE Unscrew old die & remove
Fetch new die from store Fit new die and secure in place Plug in
heating element Adjust guides to print shape as shown Tighten guide
screws Fetch printing materials from store Test print QA check
using ruler Print run start How much of sequence is Value Adding?
2. INTERNAL or EXTERNAL 1. Observe Could this be improved? 3.
Convert to EXTERNAL 4. Streamline INTERAL 5. Streamline EXTERNAL 6.
Document 7. Repeat the process
- 27. Brick Fabrication Value Stream Mapping
- 28. 1. Seiri 2. Seiton 3. Seiso 4. Seiketsu 5. Shitsuke 1. Sort
out 2. Set in order 3. Shine 4. Systemise 5. Sustain
- 29. How? 1. Sort out 2. Set in order 3. Shine 4. Systemise 5.
Sustain
- 30. What is Continuous Improvement? Engaging with your
workforce to constantly achieve incremental steps of Quality &
Efficiency Improvement Some of which steps may lead to real
Innovation Continuous Improvement
- 31. Analyse the current situation, gathering data, and
developing ways to make improvements Test alternative methods -
establish a pilot process, or try it out with small number of
customers Did it work effectively? Establish as the new norm How
can we improve next time? PDCA Cycle (Deming Cycle)
- 32. Continuous Improvement
- 33. Continuous Improvement
- 34. Toyota Production System
- 35. Toyota Production System
- 36. Peoples Needs Social Physical Higher Meaning Mental
Reasonable Income Health & Well Being Safety Security Working
Environment Sweet Spot Stimulation Variety Creativity Personal
Development Training Respect Responsibility Fun Team Work Belonging
Caring / Cared for Family Communication Aligned with Personal
Values Valued Purpose Business Context Business Goals
- 37. People Types
- 38. Leaders & Managers Leaders Liberators of skilled people
Encourage and expect results Achievers themselves Developers of
people & teams Examples by their own behaviour Relationship
builders based on mutual trust Selfless dedication &
determination Managers Gathering data Reviewing / Analysing
Planning Controlling Assessing risk Communicating Setting targets
Managing resources
- 39. Expected Employee Behaviour Focus on YOUR customer Own the
challenge Believe in your qualities Work Together Think the
Unthinkable Plan to exceed your Goals (Targets) Solutions not
Problems Challenge if you don't believe Tell it like It Is Enjoy
It
- 40. Roles, Goals & Coaching Mentoring / Coaching
- 41. 7 Habits of Highly Effective People Stephen Covey 1. Be
Proactive 2. Begin with the end in mind 3. Put first things first
4. Think win-win 5. Seek first to understand, then to be understood
6. Synergise 7. Sharpen the saw
- 42. 1. How to capture the improvement ideas? 2. How to
implement the improvement ideas? 3. How to keep the momentum
going?
- 43. Ideas captured at shift changeover meetings, discussed and
implemented by scheduling in the changes.
- 44. Scheduled Improvement / Kaizen Activities
- 45. Blitz Events
- 46. Prioritising Improvements
- 47. Maintaining Momentum 1. Appoint a Champion 2. Train the
Champion 3. Support the Champion All successful business
initiatives originate or have absolute buy in from the top
- 48. Apply to the CFW Programme for our FOC support to kick
start your activity
- 49. Thank you
- 50. Find out how Continuous Improvement tools can help your
construction company Learn how Lean Construction can help you
improve value and focus on your project delivery process while
reducing waste and the resources used Receive expert advice on
using Lean Tools and Techniques in the workplace
- 51. Teamwork 5 Critical Components of Self Directed Work Teams
1. Shared Goals 2. Shared Responsibility for Achievement 3. All
needed Skills 4. Authority to Plan, Implement and Control the Work
Process 5. Clearly defined responsibility for KPI achievement:
Quality, Cost, Delivery, Efficiency, Safety, Morale
- 52. High Performing Teams Purpose Empowerment Relationships and
Communication Flexibility Optimisation Recognition Morale
Teamwork
- 53. Waste of Energy & Resources 2 More Wastes Waste of
Talent Wrong Person / Wrong Job Not recognising and utilising
peoples talents Missing or ignoring hidden skills results in a
demoralised worker. Leaving power on Dripping Tap
- 54. 1. Think Lean Think Value Adding 2. Never stop Streamlining
your work 3. Never stop Innovating 4. Always begin with the end in
mind 5. Think Win-Win 6. Seek first to understand, then to be
understood 7. Sharpen the saw
- 55. Value Stream Mapping Ref No. Activity Description Dept Time
(mins) Distance (m) No. People Day Shift Operation Transport
Inspection Store Delay Comment / Improvement Idea 1 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
32 33 34 35 Totals Total Operating Time minutes % Value Adding Work
Value Stream Map
- 56. It was the Japanese who set out to change the rules of the
game. By purchasing a few used American presses and endlessly
experimenting from the late 1940s onward, Ohno eventually perfected
his technique for quick die changes. By the late 1950s, he had
reduced the time required to change dies from a day to an
astonishing three minutes. Prof James P. Womak / Prof Daniel T.
Jones The Machine that Changed the World
- 57. Why Bother? The UK construction industry at its best is
excellent. Its capability to deliver the most difficult and
innovative projects matches that of any other construction industry
in the world. Nonetheless, there is deep concern that the industry
as a whole is under-achieving. It has low profitability and invests
too little in capital, research and development and training. Too
many of the industry's clients are dissatisfied with its overall
performance We have identified five key drivers of change which
need to set the agenda for the construction industry at large:
committed leadership, a focus on the customer, integrated processes
and teams, a quality driven agenda and commitment to people. Our
targets are based on our own experience and evidence that we have
obtained from projects in the UK and overseas. Our targets include
annual reductions of 10% in construction cost and construction
time. We also propose that defects in projects should be reduced by
20% per year. Daniel T Jones contributor Sir John Egan Nov
1998
- 58. CUT & BOND PRODUCTS BRICK CLAD CHIMNEYS GRP PRODUCTS
SPECIAL OPS/ MAINTENANCE ARCH? PANELCUTTING BRICKCUTTING KILN
BONDING QUALITY CHECK BOARDCUTTING ASSEMBLING LAMINATING
TRIM/FLOWCOAT CLADDING FINISHING QUALITY CHECK CAPS& POTS CORES
BASES TRIMMING ASSEMBLING FINISHING QUALITY CHECK Y N MANUFACTURING
QUALITY CHECK PACKING SLIPCUTTING Observing the Current State
- 59. Value Stream Map Value Adding Work or Non-value Adding
Work
- 60. Working with your Team
- 61. Visual Management Illustration from The Visual Factory -
Grief
- 62. Visual Management Visual Management Definition:
Implementation of systems that bring knowledge to the working
environment, enabling employees to differentiate between the normal
and abnormal IMMEDIATLEY Visual Management Impacts: The business
STATUS is COMMUNICATED to ALL employees The process becomes
TRANSPARENT we learn to SEE If we have the ability to SEE, we have
the potential to CONTROL Process Control results in CONSISTENT
PERFORMANCE Transparency enables PROBLEM IDENTIFICATION and WASTE
ELIMINATION Transparency is the platform for IMPROVEMENT &
INNOVATION