the big5 qatar - lean construction · •construction projects are unique and have distinctive...

“Lean Construction”

Luai M. El‐Sabek, Ph.D., PE, PEng, PMP September 24, 2018

Objectives

• Status of construction industry – identify the gap• Overcome stereotypes: “manufacturing”

“this is what we do” • Establish general awareness of Lean Construction: What?              Why?             How?

• Create an incentive to initiate / continue a Lean journey in your project(s) or organization

• Establish a demand for Lean education• Status of Lean Construction implementation in Qatar

The Problem – 1) Poor Productivity

Productivity by industry in the US ( indexed; 1.0 = 1950)

The Problem – 2) Waste

Manufacturing Construction

Construction Industry Institute, 2004

12%

57%

The Problem – 3) Inefficiency

McGraw Hill 2013

The Solution – Different Thinking

Observer  Action  Outcomes

Different Outcome =>Change Action(Incremental Learning)

(Breakthrough  Learning)

The Solution – Production Theory

(Koskela 1992)

Does it Work?

• Toyota Production System (TPS) 1950s (Taiichi Ohno)• Construction Vs. Manufacturing • Project Vs. Production • Construction projects are unique and have distinctive peculiarities i.e. on site production, one‐of‐a‐kind production, and temporary (Koskela, 2000).

• IGLC: construction is fundamentally different from manufacturing. Therefore, reinterpretation of the theory of is needed to develop a theory‐based methodology for construction. 

• Lean + Construction = creativity

What is Lean Construction?

• Creating ideal state of designing and constructing a facility using standard processes to:

• Provide / generate value• Eliminate waste• Continuously improve

• Business Philosophy ‐ Operation Strategy 

Lean Construction

• Lean Construction Institute (LCI)“Lean Construction is a production management‐based approach to project delivery – a new way to design and build capital facilities  to maximize value 

and minimize waste….”

• AGC OF America “Lean Construction is a set of ideas, practiced by individuals in the construction industry, based in the holistic pursuit of continuous 

improvements aimed at minimizing costs and maximizing value to clients in all dimensions of the built and natural environment: planning, design, 

construction, activation, operations, maintenance, salvaging, and recycling.”

What is NOT Lean Construction?

• Lean Production grafted onto construction• Limited to Quality Management• Cost Cutting• Eliminating Jobs• Beating up suppliers and subcontractors• Doing Value Engineering During Construction• Being Stingy

Value

• Value is generated when:

• Customer capabilities are expanded, covering new needs and purposes. 

• The facility better fulfills the purposes and demands of customers, operators, and other stakeholders

• However, value is not just fitness for use or performance relative to cost

(LCI 2002)

Waste

Wastes

Ohno (1988) 

Examples of Wastes in Construction

ElSabek and McCabe 2018)

1) Overproduction Excess Materials of concrete or asphalt  Over excavation

2) Inventories Raw materials on site  work in progress

3) Over‐processing Scope elegance

4) Defects Non‐conformance to quality

5) Unnecessary motion Movement at site

6) Unnecessary transport Transportation of workers to/from labour camp to field and to/from break area

Mob / demob of materials

7) Waiting Worker waiting for work or work waiting for workers Idle equipment

Traditional Construction Management

(Howell 2010)

Integrated Project Delivery

(Howell 2010)

Examples of Enabling Tools

• Integrated Project Delivery (IPD) • Last Planner ® System (LPS®)• IMPact Framework• Lean Design (Target Value Design, Process Design, BIM, and VDC) • Root cause analysis (5 Why and fishbone)• Problem Solving Techniques (A3s)• Decision Making System (Choosing By Advantages)• Continuous improvement (PDCA, Kaizen, Plus/Delta)• Error Proofing• 5S Plus Safety ‐ Lean Assembly (Sort, Set, Shine, Standardize, & 

Sustain)

Examples of Enabling Tools (con’t)

• Offsite fabrication• Just in Time (JIT) • Value Stream Mapping• Supply Chain Management• Daily crew huddles

IMPact Framework

(ElSabek 2017)

Lean Assembly – 5S + Safety

• Sort…Set…Shine…Standardize…Sustain + Safety• Cleaner site is safer and more productive

BEFORE AFTER

© Walbridge (images)

Lean Assembly – 5S + Safety

• Everything in its place and a place for everything!

(Abdelhamid 2014)

The Problem - Reasons for Unmet Weekly Commitments

Golden Mine

We have to change what we do to get different results

“Breakthrough Learning”

The Problem - Production Variation

Execution Failures

WorkloadVariation

Overburden

Waste

Capability

PlanningFailures 

the Solution - LPS®

• Developed by Glenn Ballard & Gregory Howell in 2002• Process design and not only product design• LAST PLANNER® SYSTEM (LPS®) ensures:

• Reliable commitment• Predictable workflows• Rapid learning

(Ballard  et al. 2002)

1) Master Scheduling2) Phase Scheduling

Project Zeneca Ag Products - Building 196 Run Date: 2/21/00 12:57

Other CommentsContract Design Submittals RFI's Material Prereq Equipment Labor Weather

Demo CMU wall 28-Oct Cal-Wrecking X X X X X Concrete at E-10 must be up to strength.

Excavate footing 4-Nov Cal-Wrecking Possible delay caused by oversized footing.

Install bottom rebar mat 9-Nov McGrath X X X X X X X X X X

Install footing dowels 9-Nov NLB X X X X X X X X X X

Plumbing rough-in 10-Nov Perryman X X X X X X X X X X

Install top rebar mat and stirrups 11-Nov McGrath X X X X X X X X X X

Rebar inspection 12-Nov ICI, C of R X X X X X X X X X X

Place footing 16-Nov NLB X X X X X X X X X X

Install 1st floor wall rebar 19-Nov McGrath X X X X X X X X X X

Above sequence 2-Dec X X X X X X X X X X

Total Activities 27

Activities Ready 25

AMR Week - 1 Ratio 92.59%

InputsCriteria ResourcesID Activity Description Start Responsible

Make‐ready Plan With Constraint Analysis

1 WEEK PLANPROJECT: Pilot FOREMAN: PHILLIPACTIVITY DATE: 9/20/96

Est Act Mon Tu Wed Thurs Fri Sat Sun PPC REASON FOR VARIANCESGas/F.O. hangers O/H "K" xxxx xxxx No Owner stopped work (48 hangers) Sylvano, Modesto, Terry (changing elevations)Gas/F.O. risers to O/H "K" xxxx xxxx xxxx xxxx No Same as above-worked on (3 risers) Sylvano, Mdesto, Terry backlog & boiler blowdown36" cond water "K" 42' xxxx xxxx xxxx Yes 2-45 deg 1-90 deg Charlie, Rick, Ben

Chiller risers (2 chillers wk.) xxxx xxxx xxxx No Matl from shop rcvd late Thurs.Charlie, Rick, Ben Grooved couplings shipped late.

Hang H/W O/H "J" (240'-14") xxxx xxxx xxxx xxxx xxxx xxxx YesMark M., Mike

Cooling Tower 10" tie-ins (steel) xxxx xxxx xxxx xxxx xxxx xxxx Yes (2 towers per day) Steve, Chris, Mark W.

Weld out CHW pump headers xxxx xxxx xxxx xxxx xxxx xxxx Yes "J" mezz. (18) Luke

Weld out cooling towers (12 towers) xxxx xxxx xxxx xxxx xxxx xxxx No Eye injury. Lost 2 daysJeff welding time

F.R.P. tie-in to E.T. (9 towers) 50% xxxx xxxx xxxx xxxx xxxx xxxx YesFirt, Packy, Tom

WORKABLE BACKLOGBoiler blowdown-gas vents -rupture disks

Weekly Work Planning

Planning System Measurement

0%10%20%30%40%50%60%70%80%90%

100%

0%10%20%30%40%50%60%70%80%90%100%

PPC4 Week Moving Average

(LCI 2002)

the Solution - LPS®

Domains of Project Delivery

Command & ControlDirectives‐Driven 

2D/3D

CPM‐based; Activity‐Centered; Management by Exception

Individualcraft‐contracts

(Abdelhamid 2014)

Domains of Project Delivery

2D/3D

CPM‐based; Activity‐Centered; Management by Exception

Individualcraft‐contracts

(Abdelhamid 2014)

IPD/IFOARelational

Dialogue & Collaboration

Lean‐based;  Management by Means

BIM/VDC

(systemoptimization)

(planning inclusive of execution party; fire prevention)

(planning is an ongoing conversations)

Command & ControlDirectives‐Driven 

LEAN PROJECT DELIVERY SYSTEM (LPDS)

(Ballard  2006)

Culture of Lean Construction

• Problems are recognized as opportunities

• It’s okay to make legitimate mistakes

• Problems are exposed because of increased trust

• People are not problems – they are problem solvers

• Emphasis is placed on finding solutions instead of “who did it”

The Radical Shift

Non-Lean LeanPlanning Knowledge Learning

Scheduling“Start Early”

Activities are performed as soon as possible

“Finish Early”Activities are performed at the last

responsible moment

Control Tracking & Reacting Peering, Clearing, Steering

Focus Acceleration Reliability

Organizational Behavior Managers are empowered Executers are the planners

Collaboration, Respect, and Trust

Coordination Follow Orders Making & Keeping Promises

Site Management Point Speed &100% Utilization Manage workflow

Management Trades Cost for Speed Reduce Cost and Increase Speed

Design Project Design Process Design

Lean Construction in Qatar

• Implemented in 3 pilot projects at Lusail City

• Adapted by PWA in March 2018

How to Start?

• Be patient

• Be determined

• Look for change‐agents

• Conversation

• Leading by examples

• Judging by results

Questions

Email: Luai.Sabek@mail.utoronto.ca

http://linkedin.com/in/luai‐m‐sabek‐phd‐pe‐peng‐pmp‐3a7b3911

Benefits of Lean Construction

McGraw Hill 2013

Success Stories

• Temecula Valley Hospital 2013• $700 million project• 40% below market cost• Realized 200% increasein labor productivity through the 7 partners

• 30% operational cost improvement in the facility

• Sutter Health ( $5 billion program)

Thank you for attending!See you next year 

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