36
Intro to Lean Intro to Lean

Intro to Lean (CURT-LCI)cdnassets.hw.net/.../2013jun12-intro-to-lean-curt-lci.pdf · 2013. 6. 12. · What is Lean Project Delivery? Lean Project Delivery is a way of Thinking and

  • Upload
    others

  • View
    11

  • Download
    0

Embed Size (px)

Citation preview

  • Intro to LeanIntro to Lean

  • Perceptions of What Lean is

    • “Lean is about eliminating Waste”Yes, and…Yes, and…

    • “Lean is about doing More with Less”Yes andYes, and…

    • “Lean is about standardizing process”Yes, and…

    • “Lean is about adding Value”Lean is about adding Value Yes, and…

  • What is Lean Project Delivery?

    Lean Project Delivery is a way of Thinking and BehavingThinking and Behaving

    that focuses on the Customer or Client,the Flow of the Process and howthe Flow of the Process and how

    to Add Value and Eliminate Waste.

    It is best executed with Incremental, Value Waste,

    SustainableImprovements.

    Value Waste

  • TPS vs. LPDTPS (Lean Manufacturing):

    • Manufacturing is a Repetitive Process with a Defined Sequence Accomplished in a Controlled Environment at the Same Location.

    • Accomplished by the Same Workforce each Time Repeating the Same Task with Limited Personal Variability

    • Applying Detailed Instructions Utilizing many Preassembled ComponentsApplying Detailed Instructions Utilizing many Preassembled Components

    Analogy: The "Scientific Method“

    LPD (Lean Project Delivery):

    •Construction is a Repetitive Process with Variable Sequence overall Accomplished in a mostly Uncontrolled Environment at Different Locationsin a mostly Uncontrolled Environment at Different Locations

    • Accomplished by a Different Workforce each Time Doing Multiple Tasks with Personal Variability

    • Applying Variable Personal Knowledge Utilizing Limited Preassemble Components.

    Analogy: Ordered Chaos

  • Road to Mastery

    Mastery

    Competence“Hmm?”

    Understand

    Competence“Aha!”

    “Ah!”

    UnawareAwareness

    “Huh!”

    “Huh?”Courtesy Will Lichtig LCI

  • 3 Domains of Project Delivery

    Operating System

    Adapted from G. Howell, LCI

  • 3 Domains of Project DeliveryOperating System Commercial

    HierarchicalSiloed

    CPMSpecialist

    Lump SumIndividualSiloed

    Command and Control

    SpecialistParts

    IndividualLow Price

    ControlCollaborative

    Fl tLean

    S t i blEntrepreneurial

    C ll tiFlatConsensus

    SustainableBIM

    CollectiveBest Value

    Adapted from G. Howell, LCI

  • 5 Big Ideas

    Collaborate; Really CollaborateReally Collaborate

    OptimizeIncrease I ti C titi pThe WholeIncrease

    RelatednessInnovation Competitive

    ContinuousImprovement

    BuildT

    Projects as Networks of Tightly Couple

    Improvement

    Reliability

    Trust

    Networks ofCommitment

    Tightly CoupleLearning w/ Action

    Adapted from G. Howell, LCI

  • 3 Connected Opportunities

    Impeccable Coordination

    Production System Design

    Collective EnterpriseCollective Enterprise

    Adapted from G. Howell & Will Lichtig , LCI

  • Three M’s of LeanMudaWaste

    MuriMuraU OverburdenUnevenness (Flow)

    from The Toyota Way

  • Waste in Project Delivery• Overproduction – Resolving conflicts between trades, or other contractors. Performing

    work ahead of schedule, causing interferences with other planned work. Additional material ordered due to inability of suppliers to provide quality

    • Waiting – People waiting for equipment, plans, or instructions on how to proceed. Waiting for material because of ineffective supply chains Waiting on funding or release offor material because of ineffective supply chains. Waiting on funding or release of purchase orders.

    • Movement – Moving materials from one staging to another, handing off work between crews or designers.

    • Overprocessing – Redundant or unnecessary reporting, expediting material orders or p g y p g p gexcessive coordination between suppliers. Providing too much information.

    • Excess inventory –Material staged on site too far in advance of when needed. Contingency – Like inventory hides poor processing, procurement, estimating, design, and coordination error.

    • Unnecessary movement – Construction teams returning back to “office” to pick up plans• Unnecessary movement – Construction teams returning back to office to pick up plans, tools or materials not available at the site. Poor coordination of design or construction activies.

    • Defects – Rework, re-doing some tasks because of errors in the design process discovered after work was started. Failing to provide all necessary information to complete task Punch lists Not defining Donetask. Punch lists. Not defining Done.

    • Unused employee creativity – losing ideas, time, skills, or improvements by not engaging all employees.

    • Unevenness – Mura – Flow Over/Under promising failing to meet commitments• Unevenness – Mura – Flow, Over/Under promising, failing to meet commitments• Overburdon – Muri – Capability, overstressing people or equipment beyond natural limits

    Adapted from The Toyota Way

  • Three M’s of LeanMudaWaste

    MuriMuraU OverburdenUnevenness (Flow)

    from The Toyota Way

  • Flow ( Manufacturing)Traditional Mass Production

    Thinking• Economics of Scale

    Lean Production Thinking MPS

    • Built in Quality• Economics of Scale• Apparent Flexibility in

    scheduling

    • Built in Quality• Creates Real Flexibility• Creates Higher Productivityg

    • Batch processing• Work in progress

    • Creates Higher Productivity• Frees up Floor Space• Improves Safetyp g • Improves Safety• Improves Morale

    Reduces cost of Inventory• Reduces cost of Inventory• One Piece Flow

    Work in progress Reduced• Work in progress Reduced

  • Flow vs. Commitment Reliability• What is the impact on Flow on Project Delivery?• Why is Flow as important (or more) as Waste?y p ( )• Fact: typical commitment reliability is ~55%

    Typical Project Commitment Reliability

    Incomplete Work45%

    Work Completed

    as Promised

    55%55%

    from G. Howell and G. Ballard research

  • Flow (Construction)• Pull plan Master Schedule to ensure effort achievable.• Plan work ahead of scheduling/execution (Design, Materials,

    Manpower, JSA, Permits, Notifications)Manpower, JSA, Permits, Notifications)• Deliver agreed to Services/ Activities when expected.

    – Closest person to actual work is making the commitment (Last Planner)– Appropriately sized so completion can be measured (weekly)– Appropriately sized so completion can be measured (weekly)– Avoid Under Promising (too much schedule contingency)– Avoid Over Promising (missing commitments)

    All phases/disciplines should participate appropriately– All phases/disciplines should participate appropriately– Look to eliminate Root Cause of missed commitments

    • Level Resources so commitments can be made to match need

    P DThorough

    Conceptualization

    match need.• Completion is strict Yes/No to avoid rework.• Periodically check progress vs. master schedule

    Reflective Correction

    Compare to Expected

    Careful Execution

    CAExpected

  • Flow (Construction)

    Last Planner TM

  • Design at the Pull of Construction

    Owner wants an operating asset.• Focus on the building of the asset (how/when)• Keep in mind how and when it will be purchased. Its not always the same.• Design is not the end product and by itself has little value.• Design should frame choices (scope and $) first, narrow the choices, then

    provide detail and constructability.Some details are more important than others Know when to lock them in• Some details are more important than others. Know when to lock them in.

    • Design should facilitate communication of details. Think about who is the right group to define the detail.

    Information/

    Design

    Plan

    Cost

    Manpower M t i lManpower Material

  • Why SAT’s

    LeanDeliveryDelivery

    Action FocusedFocused

    CurrentPractice

    Learning FocusedCourtesy Will Lichtig LCI

  • 14 Toyota Way PrinciplesLong Term Philosophy

    1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.p g

    The Right Process Will Produce the Right Results2 Create continuous process flow to bring problems to surface2. Create continuous process flow to bring problems to surface.3. Use “pull” system to avoid overproduction.4. Level out the workload. (heijunka)5 B ild lt f t i t fi bl t t lit i ht th5. Build a culture of stopping to fix problems, to get quality right the

    first time.6. Standardized tasks are the foundation for continuous improvement

    and employee empowermentand employee empowerment.7. Use visual control so no problems are hidden.8. Use only reliable, thoroughly tested technology

    that serves your people and processes.that serves your people and processes.

  • 14 Toyota Way PrinciplesAdd Value to the Organization by developing your people and partners

    9. Grow leaders who thoroughly understand and work, live the hil h d t h it t thphilosophy, and teach it to others.

    10. Develop exceptional people and teams who follow your company’s philosophy.

    11 Respect your extended network of partners and suppliers by11. Respect your extended network of partners and suppliers by challenging them and helping them improve.

    Continuously Solving Root Problems DrivesContinuously Solving Root Problems Drives Organizational Learning

    12. Go and see for yourself to thoroughly understand the situation. (genchi genbutsu)

    13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

    14. Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).reflection (hansei) and continuous improvement (kaizen).

  • 4P Model

    • Continual organizational Learning Through KaizenProblem Solving

    (Continuous Improvement and

    Learning)

    g g g• Go see for yourself to thoroughly understand the

    situation (Genchi Genbutsu)• Make decisions slowly by consensus, thoroughly

    considering all options; implement rapidly

    People and Partners(Respect, Challenge and

    Grow Them)

    • Grow Leaders who live the philosophy• Respect, develop, and challenge your people and teams• Respect, challenge and help your suppliers

    • Create process “flow” to surface problems

    Process

    (Eliminating Waste)

    • Use pull systems to avoid overproduction• Level out the workload (Heijunka)• Stop when there is a quality problem (Jidoka)• Standardize the tasks for continuous improvement• Use visual controls so no problems are hidden• Use only reliable, thoroughly test technology

    Philosophy

    (Long-Term Thinking)

    y g y gy

    • Base management decisions on a long-term philosophy, even at the expense of short-term financial goals

    from The Toyota Way

  • Drivers of Motivation (Behavior)• Money• MasteryMastery• Autonomy

    P• Purpose

    Motivation MAP

  • Mastery• Know and Develop People

    – Identify and Train Your Replacementde y a d a ou ep ace e– Push Idea down to contractors

    • Continuous Improvement/Continuous• Continuous Improvement/Continuous Feedback

    PDCA ( Plan/Do/Check/Act)– PDCA ( Plan/Do/Check/Act)• Skills Development

    T h i l C ll– Technical Colleges– Job Training

  • Autonomy• Collaboration

    – Value everyone’s contribution– Team

    • Consensus– Where possible

    • Last Planner– You tell me how/when vs. I tell you when– Reliably of commitments

    Trust is essential– Trust is essential• Encourage/Allow Flexibility of Work time

    Work/Life Balance– Work/Life Balance

  • Purpose• Engage Partners with Purpose of Project

    and Mission of Merck– Work Today ➙ Life Saved Tomorrow– How do the medicines we make improve lives

    • Tie Efforts to Priorities– Compliance (Quality/Safety/Environment)– Supply (Deliver meds to people cost

    effectively)Ali G l f P j t ith• Align Goals of Project with– Goals of each Company

    G l f h I di id l– Goals of each Individual

  • Lean SafetySafety Incident

    E i t Sli L Mi t k Vi l tiEquipment Failure

    Slips or Laps Mistake Violation

    • Training • Training • Training • Planning• Proper Use

    • Planning• Capability

    • Awareness

    • Planning• Collaboration

    • Skill

    • Planning• Execution

    • Policing

    • Operability

    • Right Tool for Job

    • Inspection/

    • Execution

    • Coordination

    • Fool proofing

    • 1st Run Study

    • Practice

    • Fool proofingpMaintenance

    p g• Standardization

    p g• Standardization

    Muri (Over burden)

    Proper Use Attention, Awareness, Recognition

  • Lean and Safety

    Lean and Safety are VSfoundational principles.

    If they are treated as bolt on or plug in programs then both are limited in the results they can achieve.

  • Lean and SafetyBarriers/ Preventive Actions

    Knowledge, Skill, Awareness, Plan, etc.

    ActionMishap

    Result

  • Lean and SafetyBarriers/ Preventive Actions

    Knowledge, Skill, Awareness, Plan, etc.

    ActionMishap

    Result

    Lean:

    Increases prior Planning, simplifies and standardizes procedure Increases awarenessstandardizes procedure, Increases awareness of surrounding, helps people recognize pitfalls

  • The Road to Understanding Lean Project Delivery

    ReadyProject as a

    4

    IFOAProduction System &

    Collective Enterprise

    3IFOAWork Structuring

    Network ofCommitments

    Target Value Design

    2CommitmentsDependence& Variability Last Planner System

    1Study Action Team

    Awakening New Possibilities

    Here Adapted from G. Howell

  • Lean Tools Examples• Last Planner• Building Information Modeling (BIM)

    – 3D, 4D, 5D, BIMT t V l D i• Target Value Design

    • Relational Contracting• Modularization/Prefabrication• Set Based Design• Set Based Design• A3 Thinking (PDCA, 5 Why’s, Root Cause Analysis)• Choosing By Advantages (CBA) (QFD)• Value Stream MappingValue Stream Mapping• 5S (Job Box, Connex, Job Site, 5S audit) / Kitting • Just in Time Delivery• Design at the Pull of Constructiong• Andon / Visual Queuing • Visual Boards / Dash Boards• 1st Run Studies / Quality Manuals• Location Based Scheduling

  • What is Being Achieved

  • What is Being Achieved

  • What is Being Achieved

  • What is Being Achieved

  • What is Being Achieved