Short Term Planning using Lean Techniques Ed Anderson President www.tokmo.com President Anderson Technical Services, Inc. Igor Starkov President Tokmo Solutions, Inc.
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
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2
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Lean Metrics4
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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?
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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 you’ve always DONE, you’ll always GET what you’ve always GOT.”
Yogi Berra, Baseball Philosopher
“If you always THINK what you’ve always
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“If you always THINK what you’ve always THOUGHT, then you’ll always DO what you’ve
always DONE, and you’ll always GET what you’ve 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
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– 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”
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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 week”6. 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
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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
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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,
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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
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focus to get the maximum benefit.
The Last Planner© Root Cause Analysis
Root Cause:
Detailed view of nonconformance issues
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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
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– 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
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Locations(IFC, XLS) Systems
Tokmo
Equipment/ToolsMaterials/Products(COBIE)
Igor Starkov
Phone: 571-277-6617
Email: [email protected]
Website: www.tokmo.com
www.tokmo.com
Ed Anderson
Phone: 407-473-0260
Email: [email protected]
Additional Tools for Decision Support
6D - Materials
5D - Cost Estimating (QTO & ABC)
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6D - Materials Management (COBIE)
4D - Process Visualization
4D* - Locations BasedScheduling
(Line of Balance)