Short Term Planning and Lean

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  • Short Term Planning using Lean Techniques

    Ed AndersonPresident

    www.tokmo.com

    President

    Anderson Technical Services, Inc.

    Igor Starkov President

    Tokmo Solutions, Inc.

  • Current State of Affairs

    Why Lean for Short Term Planning?

    Lean Methods Overview

    1

    2

    3

    Lean Metrics4

    www.tokmo.comwww.tokmo.com

    Lean Metrics4

    Software Tools5

    Questions & Answers / Plus Delta6

  • Business Drivers for Going Lean

    CII Reports:

    75% to 90% of field work

    is non-value-added

    www.tokmo.comwww.tokmo.comCII publication 2004 Application of Lean Manufacturing Principles to Construction.Based upon actual work sampling.

  • Problems Influencing Productivity Ranking Time Loss*

    Lack of Materials 1 3

    Crew Interference 2 2

    Repeat Work 3 2.5

    Where Is Waste?

    www.tokmo.com

    Repeat Work 3 2.5

    Lack of Supervision 4 2

    Lack of Equipment/Tools 5 2

    *Estimated time loss per problem in a 40-hour week, man/hour

    Construction Productivity Management, The Chartered Institute of Building, England, 1998.

  • What is this Thing Called Lean?

    Begins with New Thinking

    If you always DO what youve always DONE, youll always GET what youve always GOT.

    Yogi Berra, Baseball Philosopher

    If you always THINK what youve always

    www.tokmo.comwww.tokmo.com

    If you always THINK what youve always THOUGHT, then youll always DO what youve

    always DONE, and youll always GET what youve always GOT.

    Greg Howell, Cofounder Lean Construction Institute

  • Lean Production Planning and Control

    Minimize waste of all resources: labor, materials, time, effort, money,

    Reduce unpredictability by implementing: Pull Planning - Just-in-Time Short Term Planning

    Creating collaborative networks of reliable commitments

    Sound task assignments

    Transparency of activities across the project

    www.tokmo.comwww.tokmo.com

    Transparency of activities across the project

    Visualization: BIM (3D/4D/nD)

    Internet-based collaboration

    View By View, Inc.

  • New Thinking: Traditional vs. Lean

    From

    Conventional PM/CM

    1. Individual task productivity

    2. A person is Boss

    3. Central Command & Control4. All failures are punished

    5. Project post-mortems

    To

    Lean PM/CM

    1. Work FLOW & task sequencing

    2. The Project is Boss

    3. Decisions made at lowest level4. Leaders allow quick learning

    through small failures

    5. Daily lessons-learned: Make new mistakes next week

    www.tokmo.com

    6. The more tasks in the master

    plan the better

    7. People attend classes to

    learn how to work in teams

    8. Cost, schedule, quality, safety

    trade-offs are expected

    Make new mistakes next week6. Start simple, add details when

    necessary

    7. People are enabled to form

    collaborative teams for project benefits

    8. The need to make trade-offs are

    a myth

    Page 6

  • Master Milestone Plan

    Strategic planning

    Project milestones

    Logic

    Phase Schedule:

    6 week look-ahead

    More detail

    Project components

    Testing logicDrill down from strategic planning into production planning &

    Adjust the plan through

    The Last Planner Hierarchy of

    Planning & Production Control

    www.tokmo.comwww.tokmo.comPage 8

    Planning & Constraint Analysis:

    1 & 3 week look-ahead

    Daily Work Plans & Planned Percent Complete (PPC)

    Detail tasks

    Decentralized crew scheduling

    Measure PPC

    Learning

    Make Ready needs identification

    Resource management

    planning & control by expanding into ever more detail in a rigorous, phased approach

    through measured progress and lessons learned Constraint identification

    Responsibility assigned

    Collaborative to do list

    Resource management

    Logistics, logistics, logistics

  • Remove Constraints

    Check for ConflictsSound

    Make Ready

    LeanProcess

    NoWaste

    Lean Task Management

    www.tokmo.comwww.tokmo.com

    Remove Constraints

    Take Responsibility

    Make Ready

    Commit

    MakeProfit

    BeHappy

  • The Last Planner Reliability Measurement

    Percent Plan Complete*:

    How reliable you are in planning and making commitments to do work will determine the cost,

    www.tokmo.com

    determine the cost, timing, quality and safety of the project.

    * Actual # Completed As Promised / # Committed (Promised)

  • The Last Planner Nonconformance Reporting

    Nonconformance:

    Instead of trying to fix everything, you need a system that tells you where to focus to get the

    www.tokmo.com

    focus to get the maximum benefit.

  • The Last Planner Root Cause Analysis

    Root Cause:

    Detailed view of nonconformance issues

    www.tokmo.com

  • Other Important Metrics

    Safety

    Much evidence that projects using Lean Project Delivery methods

    are much safer

    Identify potential hazards before they occur proactive approach to safety as part of short-term planning

    Root Cause Analysis helps analyze accidents

    The more constraints are identified the more accurate hazards

    www.tokmo.com

    The more constraints are identified the more accurate hazards

    identification becomes and hazards are removed

    Cost, Schedule, & Quality

    Driven by reliable planning and reliable commitments to do work.

  • Software Tools

    Locations

    Labor

    Schedule(P6, MSP)

    Tokmo

    www.tokmo.com

    Locations(IFC, XLS) Systems

    Tokmo

    Equipment/ToolsMaterials/Products(COBIE)

  • Igor Starkov

    Phone: 571-277-6617

    Email: istarkov@tokmo.com

    Website: www.tokmo.com

    www.tokmo.com

    Ed Anderson

    Phone: 407-473-0260

    Email: eanderson@paladin.us.com

  • Additional Tools for Decision Support

    6D - Materials

    5D - Cost Estimating (QTO & ABC)

    www.tokmo.com

    6D - Materials Management (COBIE)

    4D - Process Visualization

    4D* - Locations BasedScheduling

    (Line of Balance)