Lean Construction Industry

8/3/2019 Lean Construction Industry

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What is Lean Construction?

Professor Lauri Koskela

University of Salford

Lauri Koskela 2009 Lauri Koskela 2008


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What is lean production?

Wh has it been so difficult to decode?

What is lean construction?

ow s t erent Issues of im lementation

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What is lean production?

Lauri Koskela 2009


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Car manufacturing in North America

Lauri Koskela 2009Guardian 14.11.2008


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Why does the Toyota Production System

TPS erform better than conventionalmethods of production in car manufacturing?

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Toyota production system(Fujimoto 1999)

1. Routinized manufacturing capability

static & routine

2. Routinized learning capability

d namic& routine

3. Evolutionary learning capability

-

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Routinized manufacturing capability

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Overproduction

Correction Material movement

Flow ofmaterials

Inventory

Waiting

Motion

Human

action

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The conventional big idea of

production

In ut OutputProduction

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Decomposition

Productionprocess

Productionprocess Products

Materials,

labor,machines

Subprocess Subprocess

Powerful assumption: decomposed subprocesses are mutually independent!Thus, the whole production effort can be integrated in an additivemanner:by minimizing the costs of each department, function, section, and work station

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,

to buffering for creating (relative)

inde endence between workstations ie.material piles which ensure that each work

and seem always busy

to big batches or minimizing the set-up

time

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Source:

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Schonberger (1996)

World Class manufacturing:The Next Decade.


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Inventor turn rate is connected to

efficiency!

Note: Commitment measuresinventory in days, an inverseconcept in comparison to

Radio, tv and

nven ory urn.

(Holmstrm: Realizing

the productivity

equipmentpo en a o spee ,1995)

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Source:Schonberger (1996)

World Class manufacturin :

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The Next Decade.


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US Manufacturing performance 1950 - 2000

The more intensively the T idea is implemented,

the more decline in performance!

Figure from: Schonberger. 1996. World Class Manufacturing: The Next Decade.

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is a heroic idealization that

,such as excessive work-in-progress,

w c y ecreas ng v s ty an rapfeedback,

tends to reduce performance further

u v u .

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Production happens in a timeline

material, there are good stages

,waiting, inspection)

Let us eliminate the bad stages (also

even better

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Moving Waiting Proces-

sing A

Inspec-tion

Moving Waiting Proces-

sing B

Inspec-tion

Scrap

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In manufacturing, the F idea

translated into... Just-in-Time (JIT)

Reduction of transfer throu h roduction cellsand appropriate layout

Reduction of waiting through small lots and

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ow v ewow v ew

transformation and other phenomena:

First principle: Elimination of non-

Further principles: Time compression,var a y re uc on, e c.

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as etime

time

Waste

Processing Processing ProcessingProcessing

time

time time timetime

Time

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leads to enforced improvement and

innovation in Production system design

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Routinized learning capability

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ew ar em ng : may e e p u o

think of the three steps in the mass production

sense, specification, production, and inspectioncorrespond respectively to making a hypothesis,ca y g ou a expe e , a es g ehypothesis. These three steps constitute a

n mi i n ifi r f irinknowledge.

Spear and Bowen (1999): whenever Toyotadefines a specification, it is establishing sets ofhypotheses that can be tested. Thus, the

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Interlocking set of methods and tools

Scientific ex erimentation Standardization

representation of the standards in the

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Recent examples

A3 Monozukuri

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A3 (An A3 size standard paper) is used to visually explain problem solvingprocesses, typically for kaizen events.

t s ou ow as a story, exp a n ng t e steps o pro em so v ng. It also keeps the visual record of past problem solving efforts.

Heading

Plan Do

Check Act

Footnotes

Adapted fromLean Manufacturing Advisor, September 2005: Volume 7, Number 4

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Lauri Koskela 2009Source: https://reader009.{domain}/reader009/html5/0510/5af370e950f02/5af370fc7a095.png


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monozu ur means av ng e sp r o pro uceexcellent products and the ability to constantly

(JETRO)

Monozukuri is a term used since the late 1990s

to identify the cultural heritage that Japanesemanufacturers have developed since the. ,

Similar to martial arts such as karateand

m n z k ri r ir n inpractice, effort, improvement and patience tomaster a skill or create a new skill to outperform

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. ,


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Hitachi

Executive Officers [Effective January 1, 2007] [(b) Promotion/ (c) Change ofPosition]

Shoyama

KazuoFurukawa

President,General Manager of Supervisory Office for MONOZUKURI

MichiharuNakamura

Executive Vice President and Executive Officer, in charge ofResearch & Development, Business Incubation, Hitachi Group Chief

Innovation Officer and Hitachi Group Chief Technology Officer

Takashi Executive Vice President and Executive Officer, General Manager ofHatchoji Compliance Division, in charge of Corporate Planning &

Development, Legal & Corporate Communications, ManagementAudit, Procurement


TakashiMiyoshi

Executive Vice President and Executive Officer, Chief Hitachi GroupHeadquarters, in charge of Business Development and Finance


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. , ,

thanks to a more valid concept of production

2. Built-in continuous im rovement3. Constantly evolving

- -,

innovation Increasingly applied in Western manufacturing, but

un ers an ng an mp emen a on n e es agbehind in comparison to Japan

lean manufacturing in the West for 15 20 years

Focus on the transformation of mass manufacturing

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What is lean construction?

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The many uses of decomposition in

construction Work Breakdown Structure

Gantt chart: the total duration is decomposedwith regard to individual work packages andtasks

Decision rule: If each task keeps its start and enddate, the whole project is completed in schedule

Budget: The total cost is decomposed with

re ard to individual work acka es and tasks Decision rule: If each task is kept within its budgeted

cost, the whole project is completed in budget

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Applicability of lean production to

construction?

Can the TPS be a lied in construction? Two views

methods and practices from car

Egan report in the UK)

car manufacturing, and requires areinterpretation of the theory (IGLC)

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.

Lean manufacturing Lean construction

?

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Task of three weeks in the construction...

Predicted, average output

t

Outp

Week 1 Week 2 Week 3 Time

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What happens in construction reality!

Problems occurring

during the taskProblems relatedto starting the task

Problems relatedto completing the

task

Output

TimeWeek 1 Week 2 Week 3

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Critical path network: A task is started after the completion-

(In site practice: A task should be started when

Precedingtask

Task

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Last Planner: A task is started when all prerequisitesa an

Precedingtask

TaskOther

inputs

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recon ons or a

Construction design

Components and materials

Workers

Equipment

S ace

Task

Connecting works

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Assembly tasks

Consider a task with one week duration,

w seven prerequ s es npu ows

Let us assume that the reliabilit of each

input flow is 95 % during one week

any input flow during the week, when

starting and carrying out the task, is

0 957 = 0 70.

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- Congestion, out-of-sequence work,

multi le sto s and starts inabilit to dodetailed planning in advance, obstruction

,

without the most suitable equipment for

preparation), interruptions due to lack of

materials, tools or instruction, overtime,

oversizin of the crew.

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- a ng- o as a waste re ers to a s tuat on w ere

a task is started without all its standard inputs, or

availability of at least one standard input has.

The term input refers not only to materials, but to, ,

personnel, external conditions, instructions etc.

- ,i.e. the waiting time for a part is negative

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In construction the impacts of T


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In construction, the impacts of T

are partly different cqu r ng es gn y owes cos ea s o eros on o ees

and corner-cutting in design work

, ,management, instead of production management

Procurement of components by competitive bidding robstime from prefabrication

These phenomena lead to the increase of unreliability of, -

working without all standard inputs at hand, in an

improvised manner Making-do is the major waste to address in construction!

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Features of Last Planner:

Look ahead Checking task

planning

Making

improvement

Conversation andcommitment

completion &Finding causesplanning

t

Outp

Week 1 Week 2 Week 3 Time

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Graa y Montero Perus biggest contractorBudgeted and realized margin in the first 9 projects where LP in use

45%

25%

u gete arg n n tota : , ,

Realized Margin in total: $ 9,200,000

5%

15%

-15%

-5%

Project

Project

Project

Project

Project

Project

Project

Project

Project

Bid Margin Actual Margin

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A contractor in Finland re orts on usin Last Planner:

Antti Husso: Last Planner not only facilitatesone's own work, but especially improves the productivity on site.

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Ends

Elimination of makin -do Lead time reduction (inventories, buffering)

eans

Last Planner system of production control

Practices and methods in lean production,

when a licable

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or one-o -a- n pro uct on an

construction, we need theory-baseddevelopment of lean manufacturingconcepts do not cover all that is needed

(although we increasingly find thatmanufacturing concepts are applicable inconstruction)

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Issues of implementation

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ven a cons ruc on canno e c ange overn g ,

where should change start?

from owners if only the owner Most often: upstream

decisions and stages of construction, contractual and

from supply chain reorganisation Rather/also the focus should be on: o erational desi n,

prefabrication and site production processes where theend product is created

ean pr nc p es can e use everyw ere, even n a po nwise way but the results are increasingly better, thebi er the area of a lication

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Where should change start in a


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Where should change start in a

company? rom t e top, rom t e manag ng

director who should be a teacher andmentor on lean for his subordinates

Likers Princi le 9 in The To ota Wa

Grow leaders who thoroughly understand thework live the hiloso h and teach it toothers.

Hitachi (Japan)

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Thank You!

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Lean Construction Industry