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Lean Management at Bispebjerg Hospital

Lean Project Approach

Dirk Jannausch © Copyright Drees & Sommer - Commercial use and distribution of the contents of this

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2

Drees & Sommer, Lean Management at Bispebjerg Hospital, Dirk Jannausch, 24.01.2014

© Copyright Drees & Sommer - Commercial use and distribution of the contents of this


Agenda

Introduction to Lean

Lean construction management and integrated logistics 2

3

1

Logistics at Bispebjerg Hospital

Discussion and rounding 4

3




Agenda



3

1



1

4




„Produce only that,

what the customer requires!”

Taiichi Ohno,

founder of TPS

What is Lean production? The term „lean production“ stands for …

…increased efficiency, and

standardization through continuous

improvement processes.

...organizational structures, both micro

and macro.

…a management system originally used

by Japanese companies.

…a philosophy, which results in company

working with process that are free of

waste.

…a work force, which thinks, decides and

acts not only with each other, but for each

other.

...customer and quality orientation with

cost reduction

„Produce only that,

what the customer requires!”

(Taiichi Ohno,

founder of TPS)

5




Increasing speed

of processes

Unternehmen

Why do we need Lean thinking? The market environment is changing rapidly and customer expectiations are increasing.

Flexible systems are needed to remain successful in the market.

Increasing time

pressure

Diverse

customer

requirements

Increasing

quality

demands

Limited

resources

Increasing

cost pressure

6




Why do we need Lean thinking?

The internal and external view of a company forces the industries to seek for new ways of

handling the situation.

Trough put

time

Quality in

process

Productivity Manufacturing

costs

5 S KVP

Visualization

Eliminate waste

Use Employees

Know-how

Process

Company

7




The history of production

Optimization of all

resources, low costs

Focus on the elimination

of waste to ensure

complete customer

satisfaction

Great flexibility

Low volumes per type,

yet large total volume

Low customer orientation

Good quality

Drastic reduction in cost

Reduced delivery times

High volumes

Made to order

Quality depending

on level of skill

High costs and

prices

Long delivery times

Low volumes

Skill combination

of man and machine

”Ford” mass production,

specialized equipment and

division of labor

Lean manufacturing

The Toyota Production

System

Skill combination

of man and machine

”Ford” mass production,

specialized equipment and

division of labor

Lean manufacturing

The Toyota Production

System

8




1910 1950 1980 1997 2013 1940 1960 1992 2007

Prehistory

Lean

Construction

Koskela, Ballard

Start of Lean

Management

Start in western

civilization

„LCM”

KAIZEN

(Continuous

Improvement) Taylorism

Taylor, Ford

Start Toyota

Production

System (TPS)

Ohno, Toyota

REFA

„The Machine that

changed the World“

Womack, Jones

„Lean Thinking“

Womack, Jones

Time and

motion studies

Team work

Kanban

TQM

Suppliers integration TPM

7 Quality

Tools

MPS

FPS

The history of production Scientific analysis of the assembly line

9




The Lean Philosophy Fundamentals - Traditional v‘s process-orientated

The „Lean Production“ focuses on short lead times and avoids high stocks

(Traditional Approach)

„Traditional

thinking“

High Stocks

High delivery readiness

High customer

orientation

„Lean

Production“

High ability to respond

Short lead times

High customer

orientation

This diagram shows the difference between a „functional“ and a „process orientated“

company

10




The Lean Philosophy – not just a bunch of tools

Elements Traditional Lean

Company goals Beat the competition Focus on the costumer

Management culture Solve problems Avoid problems

Priorities Results Results and process

Procedure Static Dynamic

Employees Cost and nuisance Source of ideas

Machine/ Equipment Expensive and dedicated Small and highly flexible

Handling of problems Who’s to blame crisis? What’s the solution?

Source of improvements

11




Problems are covered regularly with a higher use of resources. Lean Management helps to

recognize the problems and eliminate the causes.

To cover the problems

many resources are used.

Potentials are covered!

It is essential to create

transparency–

lowering the water level

Potentials are getting

transparent!

By analyzing the causes,

the problems are

reduced or eliminated.

The causes are

sustainable eliminated!

Traditional approach Lean Management

Problems Problems Problems

capacity & time

The Lean Philosophy Method and procedure

12




Conventional process

Optimized process

Value-added Non value-added but necessary Waste

Eliminate! Optimize! Reduce!

Waste

Creates no added value

for customers

Not necessary

Value-added and

necessary:

Creates added value for

customers

The customer pays for

this activity,

Non-value-added but

necessary activities

Creates no added value

for customers

Necessary for value

performance

The Lean Philosophy Value-added activities and waste

The problems can be reduced by differentiating between necessary activities and waste:

13




5. Waiting

3. Space

7. Staff know-how

1. Transportation 4. Defects

6. Inventory

2. Movement

8. Over-capacity

The eight types of waste are the fundamental reasons for a loss in productivity:

The Lean Philosophy Value-added activities and waste

14




Being able to see

15




double

handling

Transportation WASTE

untidy

workplace

inventory

Waste can be found everywhere...

... it only has to be seen!

waiting for

material

rework

16




The Lean Philosophy

17




The Lean approach The Toyota Production System – Toyota House

Flow Principle

(one-piece flow)

Levelling

& Takt Planning

Pull-System as

per Client‘s

Request

Zero Defects

Principle

5S

Standards

Kaizen Visual Management

Waste Reduction (in terms of „Muda“) Staff Qualification

Profit Increase

Optimizing Cashflow

Quality Flexibility Staff

Applying the „5r“ rule: the right material, equipment, staff, at the right place, at the

right time, in the right quantity and in the right condition.

18




The Lean approach The Toyota Production System – Toyota House

The foundation includes the basic elements that are needed to ensure

that the lean system is sustainable:

– Visual Management

– Integration of employees

– Standards

The roof represents the objectives of the system

– Best quality

– Lowest costs

– Shortest lead time

– Avoiding waste

– Order and cleanliness

(5S)

The four columns support the roof. Without it, the system is unstable

They include the principles of how processes are aligned efficiently

– Flow

– Pull

– Push

– Perfection

– Highest employee motivation

– Maximum security

19




The value chain consists of 1 to n participants

The flow principle is an inexpensive concept that focuses on the optimal arrangement of

the process and the movement of material through it during the execution process

The steps required to develop and execute a service are organised in the most economical

and technically feasible way

The optimal sequence is characterized by minimum transport, processing time,

inventory and storage, thus keeping overall costs down

The Lean approach – Lean principles Flow principle - Basics

20




The purpose of standardizing the takts (synchronization) is to reach a common goal at a

constant pace

What counts here is the big picture!

The Lean approach – Lean principles Takt principle - Basics

21




The Lean approach – Lean principles Takt principle - Basics

The customer rhythm is the average time in which a finished unit exits a value system

The takt time is the rhythm of customer demand.

The takt time indicates how much time a particular activity should take in order to meet

customer demand in time.

Customer takt = = = 21,12 sec. / Pcs All 21,12 sec. a part has to be completed

Optimization cashflow

available working time

Customer demand

220 Days * 16h

600.000 Pcs.

22




The Lean approach – Lean principles Pull principle - Basics

In an correct production process, the customer determines the quantity of each product

of the suppliers predecessor process.

Material is provided only as a result of an order signal (ex. Kanban).

Timing and amount of the ordered material will depend on the order signal

The opposite is the push principle, which can quickly lead to excess inventory

„produce only what is needed, only when it is needed and only in the amount needed“

Toyota

Pull-Control

Sub process 1 Sub process 2 Sub process 3 Sub process n

„Customer“ „Supplier“

23




In pursuit of perfection:

The quality check is carried out in the individual subprocesses. There are no faulty or

unfinished units transferred to the next process, under the motto:

Accept no error

Make no mistakes

Pass down no fault

Direct feedback and troubleshooting to find root of problem

Introduction of standards and error prevention (Poka-Yoke)

Errors are promptly made transparent and are resolved

Quality indicators show improvement potential

Stable, defect free

processes

The Lean approach – Lean principles Zero defects- Basics

24




Agenda



3

1



25




1910 1950 1980 1997 2013 1940 1960 1992 2007

Prehistory

Lean

Construction

Koskela, Ballard

Start of Lean

Management

Start in western

civilization

„LCM”

KAIZEN

(Continuous

Improvement) Taylorism

Taylor, Ford

Start Toyota

Production

System (TPS)

Ohno, Toyota

REFA

„The Machine that

changed the World“

Womack, Jones

„Lean Thinking“

Womack, Jones

Time and

motion studies

Team work

Kanban

TQM

Suppliers integration TPM

7 Quality

Tools

MPS

FPS

Lean Construction Management - origins

26




Lean Construction Management Sustainable manangement of construction processes

Economist Magazine reports

The Empire State Building

Year of construction 1930-31

Time for completion 1 year and 45 days

Is such a project realistic today?

30% of construction process is rework

60% of physical work is wasted

10% loss by waste of material

The progress in the construction sector is

not only stagnating, it‘s even declining.

The market demands:

More sustainable management of the

construction processes!

27




Lean Construction Management Focused on added value

Increasing of the transparency and stability in projects with considerable impacts on

target dates, quality and costs.

The attributes using LCM:

Transparency of processes – solving problems in

the forefront

Avoiding of interferences and speeding up of

processes

Quality right from the start without additional work

Precise JIT logistics (PULL)

Integrated system (top down and bottom up) by

including the „knowledge of production“ – reliable

commitments

Minimizing waste and associated costs

Logistic

Design

LCM

Construction

28




Lean Construction Management Learning how to see waste and non-value adding activities

The immediate sequence and coupling of process steps focuses on value and avoids waste.

Disorder at storage and working areas

High search times, obstruction for other

trades and work flows

Time-consuming clean up before going

home

No obstruction in the construction

process due to optimum working

conditions

Errors become visible

Short cleaning cycles

29




Lean Construction Management – implementation LCM as construction planning tool

The Lean Construction Management method transfers the approaches of Lean Management

from production to the site.

Overall schedule

LC

M

Overall process analysis

Process planning

Detail planning

Daily review of planning

Flo

w

Ta

ct

Pu

ll D

efe

cts

30




Lean Construction Management – implementation Step 1: Overall Process Analysis

The focus here is the optimal overall process for everyone involved with the largest possible

value in terms of the final product.

ANALYSIS SYSTEM DEVELOPMENT

Analysis of the overall process

Working out of the total flow for the project

Identification of critical process points, risks and create line balance

Definition of standard process

31




With the reduction of the buffer caused by the introduction of the flow principle, the

processing time and also the total construction time will be reduced.

Lean Construction Management – implementation Step 2: Process planning

32




Lean Construction Management – implementation Step 3: Detail planning for flexible management of resources

Mutual commitments in a common coordination meeting with all involved parties on site

ensures the optimal process and highest flexibility.

33




Lean Construction Management – implementation Step 4: Daily review of processes

The process flow is getting traceable with the help of the „status bar. This way a quality

control with the corresponding figures and if necessary action plans can be carried out daily

daily

2. Quality control 3. Analysis of results

1. Control of the fulfilled works

2. Quality control 3. Analysis of results

daily

34




Integrated Logistics Integrated logistic solutions for construction works

Undefined storage

Waiting at delivery

traffic chaos

Unprotected material

Waste concept?

Supply Chain Management concept?

Low productivity is an effect of poor planning and logistics and that common factors

between projects with low productivity are delays on-site, wastage and breakage of

materials.

Companies realise that organizing the supply of incoming parts and outgoing goods can

account for 10% of their costs but don´t know how to improve it.

Regular procedures at the construction works:

35




By now the potential of significant cost reductions is disused!

Non value-added activities can be reduced by the application of an integrated logistic

concept.

Integrated Logistics Wide scopes of cost reduction are assumed!

~ 35 % of staff costs

Quelle: Dr. Siri Kraus, Universität Stuttgart

open to influence

transports

8,9%

paths

14,1% search of material

1,1%

others

5,6%

disruptions

caused by

disorders

3,5%

disruptions caused

by personal reasons

10,3%

absence

19,8%

main activities

30,9%

tiding up

6%

36




Client

Engineer

Information flow

Material flow

Architect

Construction

management

Contractor

Integrated Logistics Our view of the construction logistics

Under construction logistics we understand the complete management of the material and

information flows of a construction project between all involved teams.

The focus is extended to the entire

supply chain, from the production

to the removal of the waste.

Coordinating and monitoring the

planning and execution phases

leads to transparency and clearly

defined roles / competencies /

responsibilities.

The consideration and integration

of all trades and parties leads to

an optimal overall system!

37




Concept Implementation Optimization Analysis

Logistics planning

Procurement

logistics

Construction site

logistics

Transport, energy,

media

Safety, cleaning,

disposal

rough logistics

structure

site organization

concept

planning of

resources

process manuals

instructions

monitoring

service level

logistics manual

layout and storage

planning

tendering of

services

Environment reduction of

emissions and

imissions

low-waste

construction systems

spoil building

services

framing

extension

spoil building

services

framing

extension

spoil building

services

framing

extension

spoil building

services

framing

extension

interface

management

Smooth processes are achieved by integrating the lean principles in the logistics planning

and execution, with the motto: „plan lean, to execute lean“

Integrated Logistics Our view of the construction logistics

38




A „Lean Supply Chain“ process provides flexibility, reduce costs, increase efficiency and

enhance customer value.

Construction Logistics

supply planning

material

requirements

planning

material

requirement dates

logistic concepts

planning of

resources

environment

environmental

orientation

reduction of

emissions and

imissions

saved disposal of

contaminated sites

low-waste

construction

systems

brilliant service

short lead times

short delivery times

short time of waiting

availability of equipment

high level of information

high quality

reduction of

shortages

rework

unneccessary controls

defective deliveries

incomplete deliveries

reduction of costs

Total Cost of Ownership

capital costs

reduction of the costs caused by

shortages, rework and returns

high efficiency

ob

jec

tive

s

highest flexibility

changing schedule

changing customer

requirements

changing supplier structures

client´s requirements

construction

site

organization

material flow- and

layout planning

logistics manual

QM

tasks,

competences,

responsibilities,

building site

facilities

procurement

logistics

Total Cost of

Ownership

operational

procurement

concepts

tendering of

logistic services

transport,

energy, media

energy concept

phone

data lines

water/sewage

compressed air

safety, cleaning,

disposal

scavengery

snow plowing

service

construction site

guard

entry concepts

construction

garbage concept

waste minimization

validation

market- and

materials analysis

project study

location

examination

feasibility of

construction

construction

sequence plan

Integrated Logistics Overview of the 7 areas of logistics

39




Integrated Logistics – Implementation of LCM Site logistics on the basis of detailed planning

Contrary to traditional site logistics the controlling of the daily material requirements takes

place through detailed planning and transparent communication between all team members.

Construction logistics today Optimization of the supply chain:

40




Integrated Logistics – Implementation of LCM Site logistics on the basis of detailed planning

Centralized fine logistics applying the principles of lean construction management lead to a

reduction in the efforts of individual trades and an increase in added value.

Requirements, planning,

construction progress

Space allocation

Delivery to defined areas

Available space

Detail logistics to the

workplace

FIFO

JIT delivery or in

small batches

41




Integrated Logistics – Implementation of LCM Step 1: logistics planning and integration of suppliers (start up)

Early coordination of the constraints and the link to the operations with logistics

Clear logistics process of the critical goods and special materials

Integration of all involved parties (from planner up to the suppliers) in the logistics

process

Pre-assembly of standardized and non standard parts

Clarification of the extent of pre-consignment and JIT-delivery

Means of transport for general and detailed logistics

Link between logistics and construction process

Dimensioning and coordination of bottleneck resources

42




Combination of the phase planning and the logistics for the precise delivery of the materials

in the required amount.

Coordination of logistics planning and coordination of the planning phase

Identification of possible obstacles

Order on the basis of the planning phase

Involvement of planners and suppliers to close matching of the amounts (Exp. steel) and

supplies

Co-ordination of prefabrication

Detailed planning of the delivery sequence

Integrated Logistics – Implementation of LCM Step 2: order planning based on the phase diagram (forecast)

43




Combination of the detailed daily planning of operations and logistics for daily accurate delivery

of the required materials.

Detailed execution of the logistics based on detailed planning on the construction site

Direct link between the works and the necessary logistics

Direct impact on the adjustment of the daily logistics

Retrieval of material from the supplier based on the agreed period

Disposition of delivery to the defined delivery slots

Integrated Logistics – Implementation of LCM Step 3: daily demand planning (short term / call off)

44




Benefits of Lean Construction Management and

Integrated Logistics Rapid ROI through clear added value

Reduktion der Kosten durch Vermeidung von

Behinderungen und dadurch Nachträgen

Beschleunigung der Abwicklung durch Visualisierung

und aktive Nutzung von „Pufferzeiten“, Vormontagen und

Parallelisierungen

Tägliche Kontrolle der Qualität, Vorfertigung und Just in

Time-Lieferungn garantieren „Qualität im ersten Anlauf“

Schutz eingebauter Materialen durch detaillierte Planung

und Zuweisung von Arbeitsclustern

Transparente und geplante Abläufe tragen zur Erhöhung

der Sicherheit bei

Reduction in costs due to more efficient processes and

prevention in claims

Questions and open issues of the construction company

are answered quickly because of action monitoring

High stability for personnel planning, logistics and other

capacity utilization

Transparent and planned processes for all construction

companies with the aim of eliminating problems as early as

possible

Clear interfaces between the construction companies, the

planning and other involved parties

Faster project process due to visualization and active use

of „buffer times“ without increasing input

High flexibility for changes

High safety / reduction of accidents on site

45




Agenda



3

1



46




New Hospital and New Psychiatry Bispebjerg The project at first sight

47





New constructions

Rehabilitation/ renovation

of buildings

48





Somatic hospital:

New construction

~ 90.000 m² total surface

Rehabiliation / renovation of

existing buildings:

~ 64.000 m² renovation total

surface

Costs of somatic hospital:

2,95 mio DKK

Psychiatric hospital:

New construction

~ 27.000 m² total surface

Rehabiliation / renovation of

existing buildings:

~ 25.000 m² renovation total

surface

Costs of psychiatric hospital:

1,03 mio DKK

49





50




New Hospital and New Psychiatry Bispebjerg Overall goals

The regular operation of the hospital has to be guaranteed without disruptions caused

by the construction works

Roads and emergency routes are to be kept clear of traffic

Construction site has to be clean and secured against accidents

Avoid construction works disruptions caused by logistics issues

Create high flexible material- and personal-flows to ensure changes during the long

running overall project

Usage best-in-class methods and innovative concepts

Cost optimization over the whole period of time

Central management of deliveries and waste disposal to ensure a smooth performance

Centrally coordinated services for the construction works

General requirements

51





The facts:

Tight schedule for a construction surface of approximately 120.000 m² and the

renovation of ~ 90.000m².

Many working sites taking place simultaneously and need of a central coordination.

Multiple involved teams during the whole construction period.

Very few available spaces to serve as logistic areas for the construction works.

Narrow roads and ways to the sites, also needed for emergency traffic.

The facts:

The solutions:

Integrated logistics solution during the planning and execution phases

Implementation of a Lean Construction System throughout the whole construction

period

52




New Hospital and New Psychiatry Bispebjerg Lean construction management and integrated logistics

Common area for all construction site facilities to be

made available (accommodation, canteen, waste.)

Central coordination for all site issues is necessary

Transparency is needed!

Basic central utilities to be made available

Central H&S concept

Security concept and access control

Central management of deliveries with the

provision of a consolidation centre

Reduction of trucks on site through optimisation of

the suply chain with a consolidation centre and an

online coordination software

Key issues:

Multiple projects taking

place simultaneously and

interfering with each other

Participation of multiple

teams

Construction site clean and

secure against incidents

Lack of free areas for

logistics

Dificult access to the

construction sites

53




Detailed

concept Implementation

Strategies and

rough concept

Overview on

Metalevel

• Prioritization and

detailing of the measures

• Specification of

procedures,

organizational structures

and solutions

• Overview and

assessment

• Main decisions

• Definition of detailed

concept, design of

processes, organization,

IT – systems

• Planning of the

appropriate measures

with the required teams

• Organization of project

structured for a successful

implementation

• Implementation of the

detailed concept

• Implementation of Lean

Tools for the execution

works

• Monitoring the efficiency

of the implemented

measures

• Identification of possible

improvement

opportunities

• Definition of additional

measures

• Structured recording of

all relevant processes

and needs.

• Rough representation of

main topics, outline

procedures,

organizational

structures and

solutions

• Create / time schedule

of measures

New Hospital and New Psychiatry Bispebjerg First approach and procedures

54




Overview on

Metalevel

Recording of

relevant processes Volume stream study

Challenges +

Define measures

Ph

as

es

Co

nte

nt

Record parameters

(Gross floor areas) and

scheduling global

situation

Definition of success

factors

Calculate flow rates based on

surfaces data

Review overall schedule for

construction

Link the required resources

with the time schedule

Compilation of the results

Identify challenges and

bottlenecks

Outline possible solutions

New Hospital and New Psychiatry Bispebjerg First approach and procedures

55




New Hospital and New Psychiatry Bispebjerg Analysis from the different forms for the logistics coordination

After the analysis of the material and staff flows, the distribution of construction works

presents differences and peaks regarding:

– Number of construction workers

– Delivery of material and trucks

– Type of construction works, need of site facilities

Trucks - daily peak per year Workers - daily peak per year

Different needs during works request an adapted and flexible logistics solution

56





Consolidation

center

Consolidation center

& pick&pack

Consolidation center

& pre-assembly

Time slots &

preconsolidation

Time slots

Uncoordinated

deliveries

The supply chain excellence is achieved through a more detailed planning of the

logistics in an early stage and selection of a suitable supply concept

Supply chain excellence

Logistics coordination &

planning

57





Logistic approach: Time Slots coordination

Features

Individual truck

movements for

customer orders

are managed and

tracked

Use of an online

coordination

system

Facts and figures

Avoidance of traffic

jams on site

Timing of deliveries

Basic

control

through

time slots

1 Time slots

&

pre-

consolidation

2

Basic

coordination

Supply chain

excellence

Additional forms of this logistic approach:

58




Logistic approach: Consolidation center

Features

Accept and check

deliveries

Consolidate materials

into Work Packs

Just in time deliveries

Facts and figures

Reduction of up to

65% trucks on site

Clean site without

unnecesary material

Additional forms of this logistic approach:

Basic

consolidation

center

1 Consolid.

center

and

pick&pack /

preassembly

2

Leverandør

Leverandør

Fabrik

Fabrik

Delprojekt

1

Logistik HubConsolidation Center

transport af

af fald

transport af

materialer

Delprojekt

2

Delprojekt

3

Delprojekt

x

Fabrik Leverandør

Basic

coordination

Supply chain

excellence

2


59




New Hospital and New Psychiatry Bispebjerg Solution proposal: study of different Scenarios

Phase 1

Working

areas

The main construction works in

this phase are concentrated in

the north side of the area

Worst case: up to 100 trucks

per day (13 trucks per hour in

peak)

Proposed supply concept:

Control of logistics through

an online coordination

system and time slots

60





Phase 1

Approach:

Separate construction traffic

and emergency/normal traffic

by creating 2 direct access from

main road.

Separate common construction

site by deviating the normal

road around the main hospital

Main logistics area central and

close to the main construction

works

Creation of new access gates

to the site to improve the traffic

flows

Common construction

site phase 1

Working

areas

61





Phase 2

Working

areas

The main construction works

take place all over the

construction site

Worst case: up to 176 trucks

per day (25 trucks per hour)

Proposed supply concept:

Coordinate the right

deliveries through a

consolidation centre

62





Phase 2

Approach:

Separate logistics areas for

psychiatric hospital and somatic

hospital

Separate site traffic and

emergency traffic

Relocate common construction

site to an area close to the main

construction works and

accessible without interfering the

hospital and site traffic

Creation of new access gates to

the site to improve the traffic

flows

Common construction

site phase 2

63




Detailed

concept Implementation

Strategies and

rough concept

Overview on

Metalevel

• Prioritization and

detailing of the measures

• Specification of

procedures,


and solutions

• Overview and

assessment

• Main decisions

• Definition of detailed

concept, design of

processes, organization,

IT – systems

• Planning of the

appropriate measures

with the required teams

• Organization of project

structured for a successful

implementation

• Implementation of the

detailed concept

• Implementation of Lean

Tools for the execution

works

• Monitoring the

efficiency of the

implemented measures

• Identification of

possible improvement

opportunities

• Definition of additional

measures

• Structured recording of all

relevant processes and

needs.

• Rough representation of

main topics, outline

procedures,


and solutions

• Create / time schedule of

measures

New Hospital and New Psychiatry Bispebjerg Next steps – implementation of lean tools in the execution phase

64




New Hospital and New Psychiatry Bispebjerg LCM as production planning tool

Overall process analysis Visualization and optimization with all involved parties

Identification of critical process points, establish flow

Once at beginning of the project

Process planning Development target process for 4 month time-frame

Remove obstacles, establish line balancing

monthly

Detail planning Daily planning of construction activies

Quality control and improvements

Recognize and avoid buffer times

Weekly & Daily

1

2

3

LCM Tools to be implemented at the right moment during the project phase:

65




New Hospital and New Psychiatry Bispebjerg Next steps – implementation of lean tools in the execution phase

66




Lean Construction Management

67




Agenda



3

1



68




Your contact

DIRK JANNAUSCH

General Manager

Drees & Sommer

Untere Waldplätze 37

70569 Stuttgart

Phone +49 711 1317 1294

Fax +49 711 1317 40 1294

[email protected]

Documents

Lean Management at Bispebjerg Hospitalleanconstruction.dk/media/75873/Dirk Jannausch.pdf · Lean Management at Bispebjerg Hospital Lean Project Approach Dirk Jannausch ... Lean Management