Short Term Planning and Lean
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Post on 12-Apr-2017
Short Term Planning using Lean TechniquesEd AndersonPresidentwww.tokmo.comPresidentAnderson Technical Services, Inc.Igor Starkov PresidentTokmo Solutions, Inc.Current State of AffairsWhy Lean for Short Term Planning?Lean Methods Overview123Lean Metrics4www.tokmo.comwww.tokmo.comLean Metrics4Software Tools5Questions & Answers / Plus Delta6Business Drivers for Going Lean CII Reports:75% to 90% of field workis 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 3Crew Interference 2 2Repeat Work 3 2.5Where Is Waste?www.tokmo.comRepeat Work 3 2.5Lack of Supervision 4 2Lack of Equipment/Tools 5 2*Estimated time loss per problem in a 40-hour week, man/hourConstruction Productivity Management, The Chartered Institute of Building, England, 1998.What is this Thing Called Lean?Begins with New ThinkingIf you always DO what youve always DONE, youll always GET what youve always GOT.Yogi Berra, Baseball PhilosopherIf you always THINK what youve always www.tokmo.comwww.tokmo.comIf 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 InstituteLean 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 projectwww.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. LeanFromConventional PM/CM1. Individual task productivity2. A person is Boss3. Central Command & Control4. All failures are punished5. Project post-mortemsToLean PM/CM1. Work FLOW & task sequencing2. The Project is Boss3. Decisions made at lowest level4. Leaders allow quick learning through small failures5. Daily lessons-learned: Make new mistakes next weekwww.tokmo.com6. The more tasks in the master plan the better7. People attend classes to learn how to work in teams8. Cost, schedule, quality, safety trade-offs are expectedMake new mistakes next week6. Start simple, add details when necessary7. People are enabled to form collaborative teams for project benefits8. The need to make trade-offs are a mythPage 6Master Milestone Plan Strategic planning Project milestones LogicPhase 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 Controlwww.tokmo.comwww.tokmo.comPage 8Planning & Constraint Analysis: 1 & 3 week look-aheadDaily Work Plans & Planned Percent Complete (PPC) Detail tasks Decentralized crew scheduling Measure PPC Learning Make Ready needs identification Resource managementplanning & control by expanding into ever more detail in a rigorous, phased approachthrough measured progress and lessons learned Constraint identification Responsibility assigned Collaborative to do list Resource management Logistics, logistics, logisticsRemove ConstraintsCheck for ConflictsSoundMake ReadyLeanProcessNoWasteLean Task Managementwww.tokmo.comwww.tokmo.comRemove ConstraintsTake ResponsibilityMake ReadyCommitMakeProfitBeHappyThe Last Planner Reliability MeasurementPercent Plan Complete*:How reliable you are in planning and making commitments to do work will determine the cost, www.tokmo.comdetermine the cost, timing, quality and safety of the project.* Actual # Completed As Promised / # Committed (Promised)The Last Planner Nonconformance ReportingNonconformance:Instead of trying to fix everything, you need a system that tells you where to focus to get the www.tokmo.comfocus to get the maximum benefit.The Last Planner Root Cause AnalysisRoot Cause:Detailed view of nonconformance issueswww.tokmo.comOther 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 ToolsLocationsLaborSchedule(P6, MSP)Tokmowww.tokmo.comLocations(IFC, XLS) SystemsTokmoEquipment/ToolsMaterials/Products(COBIE)Igor Starkov Phone: 571-277-6617Email: firstname.lastname@example.orgWebsite: www.tokmo.comwww.tokmo.comEd AndersonPhone: 407-473-0260Email: email@example.comAdditional Tools for Decision Support6D - Materials 5D - Cost Estimating (QTO & ABC)www.tokmo.com6D - Materials Management (COBIE)4D - Process Visualization4D* - Locations BasedScheduling(Line of Balance)
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