3 Greg Howell-Lean Construction

8/12/2019 3 Greg Howell-Lean Construction

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A brief history of project management

Enter the Critical Path

Practice and the Industry Evolves

Surprising Data

A New Planning System

Practice and the Industry Evolves


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4 Lean Construction Institute, 2005 www.leanconstruction.org

How do we manage projects now ?

Determine client requirements including quality, time andbudget limits. Design to meet them.

Break project into activities, estimating duration and resourcerequirements for each activity and placing them in a logicalorder with CPM

Assign or contract each activity, give start notice and monitorsafety, quality, time and cost standards. Act on negativevariance from standards

Coordinate with master schedule and weekly meetings

reduce cost by productivity improvement.

reduce duration by speeding each piece or changing logic.

improve quality and safety with inspection and enforcement.


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O A R

Change the observer


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Contractor 1 33 %

Contractor 2 52 %

Contractor 3 61 %

Contractor 4 70 %

Contractor 5 64 %Contractor 6 57 %

Contractor 7 45 %

Average 54 %

Research Findings from early 1990s

The percentage of tasks completed of thoseassigned in a week, that is ready for the

next crew to begin work.


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Percent Plan Complete (PPC) Chart

Rasacaven: Electrical Power Distribution



The Last Planner System of Production Control

5 - Connected Conversations

Set milestones & strategy

Identify long lead items

Specify handoffsIdentify operational conflicts

Make ready & LaunchReplanning when needed

Promise

Measure PPC & act onreasons for failure to keeppromises

SHOULD

CAN

WILL

DID

Weekly Work Planning

Make Work ReadyPlanning

Learning

Master Scheduling

Milestones

Phase Pull

Planning


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Impeccable Coordination



Courtesy of DPR, Inc



The Last Planner System of Production Control

5 - Connected Conversations

Set milestones & strategy

Identify long lead items

Specify handoffsIdentify operational conflicts

Make ready & LaunchReplanning when needed

Promise

Measure PPC & act onreasons for failure to keeppromises

SHOULD

CAN

WILL

DID

Weekly Work Planning

Make Work ReadyPlanning

Learning

Master Scheduling

Milestones

Phase Pull

Planning


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CPM -Activities Transactional Command &Control

Lean - Flow Relational Collaborative

OperatingSystem

CommercialTerms

Organization

Project management common sense: New Coherence

Optimizing the project not the piece


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Results of Lean/Baker 2.0

Lost Time Case Rate (LTCR): Down 100%

Recordable Incident Rate (RIR) Down 75%

BEST Safety performance in the company

LOWEST overtime percentage in the company Spot Labor Productivity: -10% to +75%

Variance is most likely a function of the estimate

Schedules: Ahead or Within a few Days Average gain is 2-3 days per month

Rework / Punch list cost: Down 15-25%


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69,000 sq. ft. MOB

$19m budget -- $20m original estimate

IFOA team assembled at concept

3D model for coordination/clashdetection

Total station layout


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$1m+ in scope added w/o increasingbudget (TVD wish list)

Construction savings -- $600k underGMP

Zero field conflicts at installation

Layout using Total Station

MH reduction - 75%; duration - 50%


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To Learn More

http://www.leanconstruction.org/
http://www.leanconstruction.org/http://www.leanconstruction.org/

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3 Greg Howell-Lean Construction