1. 1. Lean Construction & Continuous Improvement John Clement / Ian Widdrington 23rd June 2015
2. 2. Golf Ball Challenge Background to Lean 5 Principles of Lean Value Adding Work & Non-value Adding Work Lean Toolbox SMED Printing Press Break 5S Numbers Continuous Improvement Tools + Cultural Barriers to Continuous Improvement Agenda
3. 3. Golf Ball Challenge Objective: The golf ball is to touch everyones hands and end up with the person who started the sequence, in the shortest possible time. Rules: First person is the last person to touch the ball Each person to touch the ball in turn, separately 3 timed goes to see how much you can reduce the process time.
4. 4. Definition What is Lean Construction? Maximising VALUE to you and your clients by Minimising WASTE (NON-VALUE ADDING work) Doing MORE with LESS (less time, less equipment, less effort)
5. 5. Definition What is Continuous Improvement? Engaging with your workforce to constantly achieve incremental steps of Quality & Efficiency Improvement Some of which steps may lead to real Innovation
6. 6. History of Lean & CI & Daniel T Jones
7. 7. Original Gilbreth
8. 8. 5 Key Drivers of Change Committed leadership Focus on the customer Integrated processes and teams Quality driven agenda Commitment to people. Targets 10% reduction in construction cost 10% reduction in construction time Defects in projects reduced by 20% per year Daniel T Jones contributor Sir John Egan Nov 1998
9. 9. 1. Specify Value from the customers perspective 2. Map the Value Stream clearly distinguishing Value Adding work from Non Value Adding work 3. Flow: Uninterrupted, balanced flow between Value Creating Steps 4. Pull System dependant on Customer Demand 5. Perfection: Continuous Improvement with Site Operative InvolvementProf Daniel Jones 5 Principles of Lean
10. 10. Learn to see all your companys work as a Flow Process / a Value Stream Order Generation Work Carried Out Invoice Raised Payment Top Tip
11. 11. PV Solar Farm Installation Process
12. 12. Construction Phase Plan
13. 13. Including Back Office Processes
14. 14. Identifying Waste Non Value Adding Work Value Adding / Non value Adding
15. 15. Transport Inventory Motion Waiting Over-production Over-process Defects 7 Wastes (Muda) 7 Wastes = Non Value Adding Work MOVE IT OVER THERE UNTIL WE NEED IT 3 Biggest Wastes
16. 16. 8 Wastes (Lean Sigma) Under-utilised Talent Under-utilised Machinery Waste Materials Wasted Energy
17. 17. Value Adding Work Operation that changes the product or service, moving it closer to a usable, saleable item 1. It must transform the product or service 2. The customer must be willing to pay for it 3. It must be done correctly the first time Value Adding / Non value Adding
18. 18. 1 week cycle = 168 hours Which are the Value Adding operations? Roughly how long do they take? ~4 hours = 2.4% Value Add Value Adding Work
19. 19. Value Stream Mapping
20. 20. Ref No. Activity Description Dept Area within Dept Time (mins) Distance (m) No. People Day Shift Operation Transport Inspection Store Delay 1 Load brick to Super Saw 5 5 2 Get the templates to cut bricks 2 2 3 Set-up the machine to cut bricks 5 5 4 Cut the bricks (batch of 100) 80 80 5 Move cut bricks to storage 2 2 6 Move from storage to kiln 2 2 7 Drying bricks in kiln 30 30 8 Cooling time 20 20 9 Move to bonding storage area 2 2 10 Move to bonding area 2 2 11 Bonding bricks together 50 50 12 Curing time 600 600 13 Stack down on pallets 20 20 14 Stretch wrap pallets 5 5 15 Move to packing 2 2 16 Packing 10 10 17 Move to yard 3 3 18 Store awaiting delivery ? Totals 840 0 0 190 38 7 5 600 Operating Time 190 minutes % Value Adding 23% NB - Specify if machine cycle times include tra Value Stream Mapping
21. 21. 5S Visual Management JIT / Pull System Kanban Right First Time Poka Yoke / Mistake Proofing 7, 8, 9, Wastes Lean Toolbox Value Stream Mapping SMED Kaizen / CI Activity PDCA Cycle TPM OEE Standardised Work Gemba
22. 22. Pit Stop Single Minute Exchange of Dies SMED 7 Steps to reducing changeover time using the SMED system: 1. OBSERVE the current methodology 2. Separate the INTERNAL and EXTERNAL activities Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. 3. Convert (where possible) Internal activities into External ones. 4. Streamline the remaining Internal activities, by simplifying them - Focus on fixings Its only the last turn of a bolt that tightens it, the rest is just movement. 5. Streamline the External activities, so that they are of a similar scale to the Internal ones Practicality! 6. Document the new procedure, and actions that are yet to be completed. 7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten minute line.
23. 23. Quick Hitch Bucket
24. 24. Modular Offsite Construction
25. 25. Printing Press
26. 26. Change over the press and print: or Unplug heating element Fetch tools from tool store Put on PPE Unscrew old die & remove Fetch new die from store Fit new die and secure in place Plug in heating element Adjust guides to print shape as shown Tighten guide screws Fetch printing materials from store Test print QA check using ruler Print run start How much of sequence is Value Adding? 2. INTERNAL or EXTERNAL 1. Observe Could this be improved? 3. Convert to EXTERNAL 4. Streamline INTERAL 5. Streamline EXTERNAL 6. Document 7. Repeat the process
27. 27. Brick Fabrication Value Stream Mapping
28. 28. 1. Seiri 2. Seiton 3. Seiso 4. Seiketsu 5. Shitsuke 1. Sort out 2. Set in order 3. Shine 4. Systemise 5. Sustain
29. 29. How? 1. Sort out 2. Set in order 3. Shine 4. Systemise 5. Sustain
30. 30. What is Continuous Improvement? Engaging with your workforce to constantly achieve incremental steps of Quality & Efficiency Improvement Some of which steps may lead to real Innovation Continuous Improvement
31. 31. Analyse the current situation, gathering data, and developing ways to make improvements Test alternative methods - establish a pilot process, or try it out with small number of customers Did it work effectively? Establish as the new norm How can we improve next time? PDCA Cycle (Deming Cycle)
32. 32. Continuous Improvement
33. 33. Continuous Improvement
34. 34. Toyota Production System
35. 35. Toyota Production System
36. 36. Peoples Needs Social Physical Higher Meaning Mental Reasonable Income Health & Well Being Safety Security Working Environment Sweet Spot Stimulation Variety Creativity Personal Development Training Respect Responsibility Fun Team Work Belonging Caring / Cared for Family Communication Aligned with Personal Values Valued Purpose Business Context Business Goals
37. 37. People Types
38. 38. Leaders & Managers Leaders Liberators of skilled people Encourage and expect results Achievers themselves Developers of people & teams Examples by their own behaviour Relationship builders based on mutual trust Selfless dedication & determination Managers Gathering data Reviewing / Analysing Planning Controlling Assessing risk Communicating Setting targets Managing resources
39. 39. Expected Employee Behaviour Focus on YOUR customer Own the challenge Believe in your qualities Work Together Think the Unthinkable Plan to exceed your Goals (Targets) Solutions not Problems Challenge if you don't believe Tell it like It Is Enjoy It
40. 40. Roles, Goals & Coaching Mentoring / Coaching
41. 41. 7 Habits of Highly Effective People Stephen Covey 1. Be Proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergise 7. Sharpen the saw
42. 42. 1. How to capture the improvement ideas? 2. How to implement the improvement ideas? 3. How to keep the momentum going?
43. 43. Ideas captured at shift changeover meetings, discussed and implemented by scheduling in the changes.
44. 44. Scheduled Improvement / Kaizen Activities
45. 45. Blitz Events
46. 46. Prioritising Improvements
47. 47. Maintaining Momentum 1. Appoint a Champion 2. Train the Champion 3. Support the Champion All successful business initiatives originate or have absolute buy in from the top
48. 48. Apply to the CFW Programme for our FOC support to kick start your activity
49. 49. Thank you
50. 50. Find out how Continuous Improvement tools can help your construction company Learn how Lean Construction can help you improve value and focus on your project delivery process while reducing waste and the resources used Receive expert advice on using Lean Tools and Techniques in the workplace
51. 51. Teamwork 5 Critical Components of Self Directed Work Teams 1. Shared Goals 2. Shared Responsibility for Achievement 3. All needed Skills 4. Authority to Plan, Implement and Control the Work Process 5. Clearly defined responsibility for KPI achievement: Quality, Cost, Delivery, Efficiency, Safety, Morale
52. 52. High Performing Teams Purpose Empowerment Relationships and Communication Flexibility Optimisation Recognition Morale Teamwork
53. 53. Waste of Energy & Resources 2 More Wastes Waste of Talent Wrong Person / Wrong Job Not recognising and utilising peoples talents Missing or ignoring hidden skills results in a demoralised worker. Leaving power on Dripping Tap
54. 54. 1. Think Lean Think Value Adding 2. Never stop Streamlining your work 3. Never stop Innovating 4. Always begin with the end in mind 5. Think Win-Win 6. Seek first to understand, then to be understood 7. Sharpen the saw
55. 55. Value Stream Mapping Ref No. Activity Description Dept Time (mins) Distance (m) No. People Day Shift Operation Transport Inspection Store Delay Comment / Improvement Idea 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 Totals Total Operating Time minutes % Value Adding Work Value Stream Map
56. 56. It was the Japanese who set out to change the rules of the game. By purchasing a few used American presses and endlessly experimenting from the late 1940s onward, Ohno eventually perfected his technique for quick die changes. By the late 1950s, he had reduced the time required to change dies from a day to an astonishing three minutes. Prof James P. Womak / Prof Daniel T. Jones The Machine that Changed the World
57. 57. Why Bother? The UK construction industry at its best is excellent. Its capability to deliver the most difficult and innovative projects matches that of any other construction industry in the world. Nonetheless, there is deep concern that the industry as a whole is under-achieving. It has low profitability and invests too little in capital, research and development and training. Too many of the industry's clients are dissatisfied with its overall performance We have identified five key drivers of change which need to set the agenda for the construction industry at large: committed leadership, a focus on the customer, integrated processes and teams, a quality driven agenda and commitment to people. Our targets are based on our own experience and evidence that we have obtained from projects in the UK and overseas. Our targets include annual reductions of 10% in construction cost and construction time. We also propose that defects in projects should be reduced by 20% per year. Daniel T Jones contributor Sir John Egan Nov 1998
58. 58. CUT & BOND PRODUCTS BRICK CLAD CHIMNEYS GRP PRODUCTS SPECIAL OPS/ MAINTENANCE ARCH? PANELCUTTING BRICKCUTTING KILN BONDING QUALITY CHECK BOARDCUTTING ASSEMBLING LAMINATING TRIM/FLOWCOAT CLADDING FINISHING QUALITY CHECK CAPS& POTS CORES BASES TRIMMING ASSEMBLING FINISHING QUALITY CHECK Y N MANUFACTURING QUALITY CHECK PACKING SLIPCUTTING Observing the Current State
59. 59. Value Stream Map Value Adding Work or Non-value Adding Work
60. 60. Working with your Team
61. 61. Visual Management Illustration from The Visual Factory - Grief
62. 62. Visual Management Visual Management Definition: Implementation of systems that bring knowledge to the working environment, enabling employees to differentiate between the normal and abnormal IMMEDIATLEY Visual Management Impacts: The business STATUS is COMMUNICATED to ALL employees The process becomes TRANSPARENT we learn to SEE If we have the ability to SEE, we have the potential to CONTROL Process Control results in CONSISTENT PERFORMANCE Transparency enables PROBLEM IDENTIFICATION and WASTE ELIMINATION Transparency is the platform for IMPROVEMENT & INNOVATION