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