Transcript
Adopting p g “Lean Construction” Principles p
THE 4-P’s
THE TOYOTA WAY
TOYOTA PRODUCTION SYSTEM (TPS)
SEMINAR: “ADOPTING LEAN CONSTRUCTION PRINCIPLES”
Corporate Corporate Level Eric
“Last Planner” l ”
Juan
R
Project Level Chris
Kim
Alix
Team Level Team Level Mike
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Adopting p g “Lean Construction” Principles p THE LAUSD SEMINAR SPEAKERS ARE EXPRESSING THEIR PERSONEL EXPERIENCES AND VIEWS AND NOT THOSE OF THEIR EMPLOYERLAUSD
THE 4-P’s
THE TOYOTA WAY
TOYOTA PRODUCTION SYSTEM (TPS)
Eric Ahlstrom_Amgen, Ahlstrom Amgen Lean Leader & Senior Manager Engineering Projects at Amgen: Mr. Ahlstrom has delivered projects throughout the Americas and Asia. He currently leads Implementation of Lean Construction with several projects currently underway. Mr. Ahlstrom has a Degree in Industrial Engineering and a MBA. MBA
SEMINAR: “ADOPTING LEAN CONSTRUCTION PRINCIPLES”
Corporate Corporate Level Eric
Juan
Juan Penaherrera_LAUSD Resident Construction Engineer:
Juan is a Certified Construction Manager (CCM) with 22 years of experience, while at Allied Signal Juan was on the Team that achieved ISO-9001 and QS-9000 Certification for the Allied Signal Co.
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Adopting p g “Lean Construction” Principles p THE LAUSD SEMINAR SPEAKERS ARE EXPRESSING THEIR PERSONEL EXPERIENCES AND VIEWS AND NOT THOSE OF THEIR EMPLOYERLAUSD
THE 4-P’s
THE TOYOTA WAY
TOYOTA PRODUCTION SYSTEM (TPS)
SEMINAR: “ADOPTING LEAN CONSTRUCTION PRINCIPLES”
Chris Maslyk _Director of Planning & Lean Initiatives, Bernards: Kim Altamirano_Project Executive S.J. Amoroso Construction Co, Inc: Alix Walsh O'Brien, AIA_ LAUSD, Facilities Asset Development Director: Ms. O’Brien oversees more than two dozen professionals in the planning design planning, design, and development of the District’s school construction and modernization projects, which are valued in excess of one and a half billion dollars. In her role, Ms. O’Brien also develops and administers preconstruction policies and procedures, and establishes department metrics, metrics reporting protocols, protocols and strategic longlong term departmental plans and objectives. Ms. O’Brien is a registered architect with more than 35 years of experience
Project Level Chris
Kim
Alix
4
Adopting p g “Lean Construction” Principles p THE LAUSD SEMINAR SPEAKERS ARE EXPRESSING THEIR PERSONEL EXPERIENCES AND VIEWS AND NOT THOSE OF THEIR EMPLOYERLAUSD
THE 4-P’s
THE TOYOTA WAY
TOYOTA PRODUCTION SYSTEM (TPS)
SEMINAR: “ADOPTING LEAN CONSTRUCTION PRINCIPLES”
Mike Vega PE, CPE_LAUSD, Senior Resident Construction Engineer:
Mike has spent 1/3 of his career at Allied Signal Manufacturing Co. as a Registered Professional Manufacturing Engineer and 1/3 as a Plant Engineer and 1/3 in Project Controls. From1988 to 1997 Mike was A Lean Champion p in the Aerospace p and Automotive Manufacturing Sector . This Seminar can best be categorized as a “Sampler Plate’’ of Quality processes and tools available in the USA from 1925 to the present. Each of the presenters shares with you “Lean” from their own experience base, and since the audience comes from all sectors within the AEPC-CM there is something for everybody.
Team Level Team Level Mike
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A Survey of Registered Attendees Question
1
2 3
“GC” , SUB-CONTRACTOR A&E, CM, STUDENT OR OWNER?
HAS YOUR COMPANY JOINED (LCI) OR THE (ACG) LEAN FORUM? HAVE YOU, OR ANYONE IN YOUR COMPANY ATTENDED A “PULL PULL PLANNING” SESSION
CATAGORY
(50) RESPONSES
GC
10
SUB‐CONTR SUB CONTR
2
A&E
6
CM
20
STUDENT
6
OWNER
6
LCI
7 of 50
AGC FORUM
0 of 50
YES
7 of 50
NO
43 of 50 6
Introduction The History of Quality & “Lean” Dispelling the Myth How does Continuous Quality Improvement (CQI) fit in to Construction? 5-Case Studies completed for Construction Projects (within “Manufacturing Manufacturing & K K-12”) 12 ) Michael Vega PE, CPE:
LAUSD Senior Resident Construction Engineer 7
The History of Quality & “Lean Lean” (from Walter Shewhart,1925 to 2015)
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THE HISTORY OF “QUALITY” Q 1986-Motorola Invents SixSi Sigma
1965-Toyota wins Deming Prize 1950-JUSE establishes the Deming Prize.
1982- XEROX deploys BENCHMARKING
(TPS) BORN O
MASS PRODUCTION
1920
1930
1940
1950
1960
Just-in-Time
1970
1980
In 1950 Toyota “Benchmarks” FORD’s production & visits 1925 Walter Shewhart
SPC
FORD-MASS PRODUCTION
LEAN MANUFACTURING
MANUFACTURING
PIGGLY WIGGLY JUST-IN-TIME
1990
2000
2010
2015
1992- “LEAN MANUFACTURING ” term coined at NUMMI in FREMONT
1984 ISO-9001 FIRST ISSUED 9
1986-Motorola Invents SixSigma
THE RECENT HISTORY OF THE DESIGN & CONSTRUCTION “QUALITY” 1988-1995 QUALITY IN PLANT ENGINEERING & MAINTENANCE DEPLOYED & DOCUMENTED
Just-in-Time
MANUFACTURING
1980
1985
1992-LAURI KOSKELA ISSUES HIS GROUND BREAKING REPORT #72
LEAN MANUFACTURING
1988 1990
1995
1982- XEROX deploys
2000
2005
2010
2015
2020
1997-Lean Construction Institute founded
BENCHMARKING
1991- 1st “Turnkey” project using Six-sigma
1997 – PRESENT LEAN CONSTRUCTION INSTITUTE (LCI)
1993- XEROX Plant Build Benchmark
2014-AGC starts their Lean C Construction Certificate 10
THE NEAR TERM HISTORY 1988-1995 QUALITY IN PLANT ENGINEERING & MAINTENANCE DEPLOYED & DOCUMENTED
Just-in-Time
MANUFACTURING
1980
1985
1992-LAURI KOSKELA ISSUES HIS GROUND BREAKING REPORT #72
LEAN MANUFACTURING
1988 1990
1995
1994Ballard baselines “Last Last R Planner The Golden Era of Quality Quality” in Facility Mg’t
The Toyota Production System (TPS)
1997 – PRESENT LEAN CONSTRUCTION INSTITUTE (LCI)
2000
2005
2010
2015
2020
1998Howell “Last Pl Planner R
2014-AGC starts their Lean C Construction Certificate
½ complete, 20 minutes remain
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WHAT IS SIX-SIGMA? IRS phone advice (2.3 sigma ) 300,000 bad advice in a million phone calls
90% 99% 99.9%
AUTOMOTIVE HARDWARE-4.8 (sigma) AIRCRAFT HARDWARE-5.0 HARDWARE 5 0 (sigma)
SPACE HARDWARE-5.8 (sigma)
MANUFACTURING IS “PRECISION”
vs
Domestic airline flight fatality rate‐1 per two million flights
CONSTRUCTION IS “ACCURACY”
12
R
HOW DOES CONTINUOUS QUALITY IMPROVEMENT (CQI) FIT INTO CONSTRUCTION?
13
1ST I NEED TO DISPEL A MYTH MANUFACTURING IS “PRECISION”
CONSTRUCTION IS “ACCURACY”
CAR DOOR
BRIDGE GIRDER
LASER ALIGNMENT
DRIFT PIN ALIGNMENT
The tolerances are different but the Processes are the same!
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WASTE IS OUR ENEMY! • WASTE IS! 1. 2 2. 3. 4 4. 5. 6 6. 7.
Defects O Overproduction d ti Inventory U Unnecessary T Transportation t ti Waiting Unnecessar Motions Unnecessary Over Processing 15
QUALITY Y IMPRO OVEMENT T
Deming Cycle (Plan-Do-Check-Action)
TIME
WHAT IS CONTINUOUS QUALITY IMPROVEMENT (CQI)? ITS SHORT FUSED SMALL CONTINUOUS IMPROVEMENTS
QUALITY Q Y IMPROV VEMENT T
Deming Cycle (Plan-Do-Check-Action)
TIME 17
HOW DO YOU EVALUATE WHAT TOOLS ARE AVAILABLE TO BECOME LEAN?
18
For Companies p For Individuals F Ed t For Educators
Manufacturing Health Care shares the SME “Lean” Certificate, soon “SixSigma” will enter the vocabulary of OSHPD Constructors
Health Care
Copyright © 2008 Society of Manufacturing Engineers 19
SME-Lean Bodies of Knowledge MODULE 1 - Cultural Enablers MODULE 2 - Continuous Process Improvement MODULE 3 - Consistent Lean Enterprise p Culture MODULE 4 – Business Results 4.1.Principles Of Business 4.2 Measurement Systems 4.3.Key Lean Related Measures
Copyright © 2008 Society of Manufacturing 20 Engineers
GO LEARN “LAST PLANNER”
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THE Malcolm Baldrige National Quality Award Winners creates“BD “Opportunities PRINCIPLE #2
PRINCIPLE #8 PRINCIPLE #8 USE ONLY RELIABLE, THOROUGHLY TESTED TECHNOLOGY
CREATE CONTINUOUS PROCESS FLOW
BD
PRINCIPLE #4 LEVEL OUT THE WORKLOAD (HEIJUNKA)
PRINCIPLE #3
NOTE
USE “PULL” SYSTEMS PRINCIPLE #7 USE VISUAL CONTROL SO NO PROBLEMS ARE HIDDEN PRINCIPLE #6 STANDARDIZE TASKS AND PROCESSES PRINCIPLE #12 GO SEE FOR YOURSELF PRINCIPLE #9 GROW LEADERS WHO UNDERSTAND THE WORK PRINCIPLE #1 PRINCIPLE #10
LONG-TERM PHILOSOPHY
DEVELOP PEOPLE WHO FOLLOW COMPANY PHILOSOPHY PRINCIPLE #11 RESPECT PARTNERS
PRINCIPLE #13 MAKE DECISIONS SLOWLY, IMPLEMENT RAPIDLY
PRINCIPLE #14 REFLECTION (HANSEI) & CONTINUOUS IMPROVEMN’T (KAIZEN)
PRINCIPLE #5 STOP TO FIX PROBLMS, GET QUALITY 1ST TIME
The 96 Baldrige Th B ld i winners i must share their “Best Practices” with whom ever calls Take the opportunity to Benchmark and make a BD call! Principle #14 Continuous Quality Improvement (CQI) is the home for Benchmarking 22
R
2-Case Studies completed for Construction Projects within a “Manufacturing Company” 3-Case Studies completed for Construction Projects within K-12
Five Case Studies where the Continuous Quality (CQI) Improvement tools & techniques were / are utilized 23
Five Case Studies where the Continuous Quality ((CQI)) Improvement p tools & techniques were / are utilized
Mike
Case Study #1-AE_CM XEROX nine month Plant Build Benchmarking Effort
Case Study #4-GC Anchor Bolt Setting (Field)
Juan
Case Study #3-GC Seamless, C ti Continuous Flow Fl Pay P Application A li ti process (Office)
Mike
AE
CM
Case Study #2-AE_CM_CG Turnkey Project utilizing JIT & Six-Sigma (All) Case Study #5-AE_CM_CG using QFD to fill a 4 month time void with the Site Utilities
GC
Mike
Alix
WHERE DOES CASE STUDY #1 BENCHMARKING & SIX-SIGMA FIT IN!
IT WAS ALWAYS EASIER TO SELL A NEW IDEA OR PROCESS WHEN I SAID “HAMILTON STANDARD” DOES IT THIS WAY AND THEY BEAT US AT BID TIME” TIME
Benchmarking will pay you back with Dividends 25
CASE STUDY #1 XEROX PLANT BUILD BENCHMARKING REPORT
•
XEROX NINE MONTH “PLANT BUILD BENCHMARKING STUDY LOOKING FOR “BEST PRACTICES” IN “PLANT PRACTICES PLANT BUILD BUILD” IN 1993 MIKE WAS HIRED BY XEROX TO BENCHMARK – NEW PLANT CONSTRUCTION BEST PRACTICES. BENCHMARKING CONCLUSIONS WERE PEER REVIEWED AT XEROX AND MADE A COMPANY STANDARD
• •
CASE STUDY #2 “TURNKEY” PROJECT NOW CALLED DESIGN & BUILD
27
JIT & SIGMA HAS & IS BEING USED IN MANUFACTURING “FACILITY FACILITY CONSTRUCTION CONSTRUCTION” THE CASE STUDY TEST CELLS PROJECT - 1991: • DESIGN & BUILD COST $ 9.9 MILLION THEN ($39 ($39.5 5 M TODAY) • TEST & ENERGIES EQUIPMENT $20.0 MILLION • SCHEDULE SCHEDULE--12 MONTHS CRITERIA & EQUIP’T, EQUIP T, 24 MONTHS
This project attained 3 4 sigma 3.4 Turnkey y (Design ( g & Build)) relationship p
28
JIT & SIGMA HAS & IS BEING USED IN MANUFACTURING “FACILITY FACILITY CONSTRUCTION CONSTRUCTION” Site Plan
Earthen Berm
Complex Piping
7‐Fluid Test Cells
Earthen Berm
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Candidate Design Measurements • Measuring, using the Construction C S Specs: • 250 words/pages 1332 pages=330,000 • Measuring, Measuring using the Drawings: • 1,200 symbols/valves, etc. X 80 drawings =96,000 • 250 word/information, etc. X 80 drawings =20,000 STOP I KNOW WHAT YOU ARE THINKING, COUNTING THE NUMBER OF WORDS? STOP-I CONSIDER THIS WE MEASURE THE FINANCIAL HEALTH OF THE U.S.A. WITH 30 COMPANIES CALLED THE “DOW JONES”, WHY NOT THE NUMBER OF WORDS IN THE PLANT CHECK LIST
• Measuring, g, using g the Building g Code: • Building Code=800 pages • Electrical/Mechanical Code=1,200 pages • Local L lB Building ildi C Code=800 d 800 pages • Total 2,800 pages x 250 words- =700,000 words • Compared to number of words on back check sheet
The SIX SIGMA
Performance Measure
90%
Vega-Turnkey Project 3.4 (sigma) or 98.2 %
99% 99.9%
MANUFACTURING IS “PRECISION”
vs
CONSTRUCTION IS “ACCURACY” 31
Budget
9,910,000
Total E&O
*270,000
E&O per ($m)
27,245
E&O (%)
2.72
YIELD (%)
97.28
PROCESS SIGMA
3.42
5
5
2
4
3
2
2
5
1
3
3
2
3
3
2
4
5
2
3
5
1
2
3
2
4
5
2
3
3
2
4
3
2
Immediately after completion a Customer Satisfaction Report Card was issued
CASE STUDY #3 PINNER’s SEAMLESS –CONTINUOUS FLOW PAY APPLICATION (FROM SOV TO P6 TO PAY APPLICATION)
34
Pinner Construction Seamless C ti Continuous fl flow Pay P A Application li ti
(only 1 of 3 that I know tie SOV to P6 to the Billing)
35
What Sigma did Pinner hit ? 90% 99%
Pinner billing accuracy 4 sigma or better than(99.6%)
99.9%
Sigma Calculation: $300,000 in $63,000,000 300,000 / 63=$4,762.00 E/O per Million dollars of work
MANUFACTURING IS “PRECISION”
vs
CONSTRUCTION IS “ACCURACY” 36
NOW I’LL I LL TURN THE PODIUM OVER TO JUAN PENAHERRERA
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ADOPTING LEAN CONTRUCTION PRINCIPLES - PART 2
Juan J an Penaherrera: Penaherrera LAUSD Resident Construction Engineer
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THE TOYOTA WAY
THE TOYOTA PRODUCTION SYSTEM
Continuous Quality Improvement (CQI)
PRINCIPLE #2
KAIZEN
Continuous Improvement
PRINCIPLE #8 USE ONLY RELIABLE, THOROUGHLY TESTED TECHNOLOGY
Go & see for Yo rself Yourself
Proce ess
Pro oblem So olving
THE 4-P’s
CREATE CONTINUOUS PROCESS FLOW
PRINCIPLE #4 LEVEL OUT THE WORKLOAD
PRINCIPLE #3 USE “PULL” SYSTEMS
PRINCIPLE #7
The Toyota Way
PRINCIPLE #5
USE VISUAL CONTROL SO NO PROBLEMS ARE HIDDEN
PRINCIPLE #6
Team Work
STOP TO FIX PROBLMS, GET QUALITY 1ST TIME
STANDARDIZE TASKS AND PROCESSES
PRINCIPLE #12 GO SEE FOR YOURSELF
Ph hilosophy
People
PRINCIPLE #9
Challenge p Respect for People
PRINCIPLE #13
GROW LEADERS WHO UNDERSTAND THE WORK
MAKE DECISIONS SLOWLY, IMPLEMENT RAPIDLY
PRINCIPLE #1 PRINCIPLE #10
Respect
LONG‐TERM PHILOSOPHY
PRINCIPLE #14
DEVELOP PEOPLE WHO FOLLOW COMPANY PHILOSOPHY
REFLECTION & CONTINUOUS IMPROVEMN’T
PRINCIPLE #11 RESPECT PARTNERS
39
LEAN CHAMPION INITIAL TASKS • GATHER INFORMATION • IDENTFY, ELIMINATE/REDUCE WASTE • STANDARDIZE PROCESSES (create a Quality Qua ty Manual) a ua )
40
LEAN CHAMPION INITIAL TASKS • GATHER INFORMATION ABOUT YOUR PROCESSES
41
LEAN CHAMPION INITIAL TASKS • IDENTFY WASTE 1. 2. 3. 4. 5. 6. 7.
Defects Overproduction Inventory Unnecessary Transportation Waiting Unnecessary Motions Over Processing 42
LEAN CHAMPION INITIAL TASKS • STANDARDIZE PROCESSES ((create a Quality Manual)
43
44
GC ISO-9001 “Type” y Quality Management System (QMS) is S it bl ffor all Suitable ll kinds of interested Companies
CM
AE
BE PROACTIVE , DEPLOY ISO-9001 BEFORE YOUR CUSTOMERS DEMAND IT! US ARMY CORPS OF ENGINEERS
46
Example of an ISO -9001 Compliant Quality Manual
122 S. Wilson Avenue Fremont, Ohio 43420
47
LEAN CHAMPION ON-GOING TASKS • GATHER INFORMATION • IDENTFY WASTE • STANDARDIZE PROCESSES (create a Quality Manual – living document) • TRAINING IN PROCESSES & PROBLEM SOLVING • ANALYZE AND IMPROVE PERFORMANCE • FACILITATE PULL PLANNING SESSIONS
48
Continuous Quality Improvement (CQI)
PRINCIPLE #2
KAIZEN
Continuous Improvement
PRINCIPLE #8 USE ONLY RELIABLE, THOROUGHLY TESTED TECHNOLOGY
Go & see for Yo rself Yourself
Proce ess
Pro oblem So olving
TRAINING IN PROCESSES & PROBLEM SOLVING CREATE CONTINUOUS PROCESS FLOW
PRINCIPLE #4 LEVEL OUT THE WORKLOAD
PRINCIPLE #3 USE “PULL” SYSTEMS
PRINCIPLE #7
The Toyota Way
PRINCIPLE #5
USE VISUAL CONTROL SO NO PROBLEMS ARE HIDDEN
PRINCIPLE #6
Team Work
STOP TO FIX PROBLMS, GET QUALITY 1ST TIME
STANDARDIZE TASKS AND PROCESSES
PRINCIPLE #12 GO SEE FOR YOURSELF
Ph hilosophy
People
PRINCIPLE #9
Challenge p Respect for People
PRINCIPLE #13
GROW LEADERS WHO UNDERSTAND THE WORK
MAKE DECISIONS SLOWLY, IMPLEMENT RAPIDLY
PRINCIPLE #1 PRINCIPLE #10
PRINCIPLE #14
DEVELOP PEOPLE WHO FOLLOW COMPANY PHILOSOPHY
TRAINING IN PROCESSES & PROBLEM SOLVING Respect
LONG‐TERM PHILOSOPHY REFLECTION & CONTINUOUS IMPROVEMN’T
PRINCIPLE #11 RESPECT PARTNERS
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ANALYZE AND IMPROVE PERFORMANCE COLUMN BASE PLATE
RUN CHART
1-3/4” AB
UCL 3/16”
ELIMINATES WASTE REMOVE VARIABILITY
LCL3/16”
UCL 3/16 3/16”
LOWER CON L NTROL LIMIT
2-1/4 BASE PL HOLE
UPPER CON NTROL LIMIIT
ERROR PROOFING
LCL3/16 3/16”
USE SIX-SIGMA TO CONTROL “VARIATION”
CASE STUDY #4
AMOROSO ZEROED OUT THE VARIATION IN SETTING THE 2,600 ANCHOR BOLTS! ,
THE STEEL WENT UP IN RECORD TIME
51
Amoroso used 8 off 14 (TPS) Principles to successfully set the Anchor Bolts
PRINCIPLE #2 PRINCIPLE #2
PRINCIPLE #8 USE ONLY RELIABLE, THOROUGHLY TESTED TECHNOLOGY
CREATE CONTINUOUS PROCESS FLOW
PRINCIPLE #4 LEVEL OUT THE WORKLOAD WORKLOAD
PRINCIPLE #3 USE “PULL” SYSTEMS
PRINCIPLE #7
PRINCIPLE #5
USE VISUAL USE VISUAL CONTROL SO NO PROBLEMS ARE HIDDEN
PRINCIPLE #6
STOP TO FIX PROBLMS, GET QUALITY 1ST TIME
STANDARDIZE TASKS AND PROCESSES
PRINCIPLE #12 GO SEE FOR YOURSELF
PRINCIPLE #9
PRINCIPLE #13
GROW LEADERS WHO UNDERSTAND THE WORK THE WORK
MAKE DECISIONS SLOWLY, IMPLEMENT IMPLEMENT RAPIDLY
PRINCIPLE #1 PRINCIPLE #10
LONG‐TERM PHILOSOPHY
PRINCIPLE #14
DEVELOP PEOPLE WHO PEOPLE WHO FOLLOW COMPANY PHILOSOPHY
REFLECTION REFLECTION & & CONTINUOUS IMPROVEMN’T
PRINCIPLE #11 RESPECT PARTNERS
52
What Sigma did Amoroso hit ? 10% 1% Amoroso Construction Co. Anchor Bolt Setting 4.52 Sigma (or better than 99.9%)
MANUFACTURING IS “PRECISION”
0.1%
vs
CONSTRUCTION IS “ACCURACY” 53
THE RESULTS NORTH
MAKE READY THE SITE & SHORING
Feb 20, 2015
March 12, 2015 APRIL 3, 2015
Looking North April 26, 2015 POURING THE 6’X6’ PEDESTALS WITH 20 ANCHOR BOLTS
June 17, 2015
Looking South May 4, 2015
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ERECTING THE STRUCTURAL STEEL & ENCLOSURE
August 4, 2015
August 26, 2015
Sept 25, 2015
FACILITATE PULL PLANNING SESSIONS
LEAN CONSTRUCTION: CURRENT GC PHILOSOPHY USE “PULL PLANNING” PULL PLANNING
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A project that utilized QFD & Pull Planning
“Respect for People” a Owners point of view Alix Walsh O'Brien, AIA, LAUSD, F iliti Facilities A Assett D Development l t Di Director t 58
Continuous Quality Improvement (CQI)
KAIZEN
Go & see for Yo rself Yourself
People e
The Toyota Way
P Philosophy
project, Chris will discuss PULL PLANNING via a mock exercise, just after the Break
Continuous Improvement
Proce ess
Pro oblem So olving
Commitment, Cooperation & Passing the Baton W used We d PULL PLANNING on my
Team Work Quality Function Deployment (QFD)
Challenge p Respect for People Respect
59
THE BIG ROOM
planning, weekly work planning, Percentage of Promises Completed on time or Percent of Pl Planned d Completed C l t d “PPC 60
PULL PLANNING-PASTE UPS
61
CASE STUDY #5 Quality Function Deployment (QFD) used to convince Contractor to fill the 4 month time void with site utilities
62
Continuous Quality Improvement (CQI)
KAIZEN
project, Chris will discuss PULL PLANNING via a mock exercise, just after the Break
Continuous Improvement Go & see for Yo rself Yourself
Process
Pro oblem So olving
Commitment, Cooperation & Passing the Baton W used We d PULL PLANNING on my
Quality Function Deployment Team Work Quality Function Deployment (QFD)
Peoplle
The Toyota Way
P Philosophy
Challenge p Respect for People Respect
63
QFD & THE HOUSE OF QUALITY (another TPS quailty tool that was used) RELATIONSHIP LEGEND =STRONG ROOF GABLE GIVES THE NAME “HOUSE OF Q QUALITY” ((6th))
“HOW” DESIGN REQUIREMENTS” (2nd) “WHAT” CUSTOMER REQUIREMENTS (1st)
=MEDIUM =WEAK
VOICE OF THE CUSTOMER (3rd)
TARGET VALUES BY FSC ((4TH)) VOICE OF COMPETITION (5th)
QFD was used on my project to decide on moving up site utility installation to period when steel sub went under
What’s What s going on around us!
CSU 65
Now to turn the podium over to Eric Ahlstrom - Amgen, Senior Manager/ Lean Leader
66
Driving the future of Lean/IPD – $50B Annual Capital Spend
Lets take a 10 minute Break, then Chris will facilitate his mock “Pull Planning” exercise
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‹#›
R
The Last Planner® (sometimes referred to as the Last Planner® System) is a production planning system designed to produce predictable work flow and rapid learning in programming programming, design design, construction and commissioning of projects. Last Planner® was developed by Glenn Ballard and Greg Howell.
Chris Maslyk g & Lean Initiatives Director of Planning Bernards
What Is The Last Planner
R
System
A Planning Method Based on These Key Concepts: The People Who Are Doing the Work Will Plan the Work Tracking and Measuring the Performance of the Work Improving the Performance of the Work o
?
‹#›
PHASE PLANNING - PARTICIPANTS OWNER Inspector / IOR
TRADE FOREMEN
SUPER and PM
‹#›
‹#›
Pull Plan
Weekly Work Plan
Status and Review
Promises
Traditional Pull Plan Foremen Hand Write Sti k Notes Sticky N t Post Sticky Notes and Arrange S q Sequencing c g PE Inputs Plan Into E Excel l ffor L Look k Ahead Excel Plan is Updated For Weekly Meetings
Traditional Weekly Work Plan
Last Planner Based Tools
R
Web Based Application Real time M lti l Users Multiple U Access from Any Device
System with Cloud
‹#›
Last Planner
R
System y
‹#›
Last Planner System y R
W
Weekly Work Planning Plan the Next T Two or Th Three Weeks Foremen Commit Labor and Material
‹#›
Last Planner System R
P
Promise Period Lock the Commitments Foremen leave the meeting with ith the th look l k ahead in Hand
‹#›
Last Planner S
R
Status and Review Weekly Foreman’s Meeting Address and remove hurdles Plan the next period
System
‹#›
Last Planner System R
‹#›
Last Planner System R
‹#›
Last Planner at Bernards R
¾ We still develop and maintain the Master Schedule for our projects in P6 ¾ LPS is most effective for planning the next milestone or phase. h
‹#›
CASE STUDY #4
HOW AMOROSO ZEROED OUT THE VARIATION “SINGLE PIECE FLOW”
Kim Altamirano Project Executive S.J. Amoroso Construction Co, Inc:
87
All concrete parking deck
#7
6‐Structural steel bldgs
#1
#2 #3
#4
#5
#6
SINGLE PIECE FLOW THE HOLY GRAIL OF JUST-INTIME •DATA SHEET: HIGH SCHOOL •298,000 SF •13,000 CY CONCRETE •1 1,500 TONS OF STEEL 500 TONS OF STEEL •730 TONS REBAR •UTILIZED ONE CREW OF 15 CRAFTSMAN TO SET THE FOOTINGS
BACKUP ONLY
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Noteworthy web pages http://www.nist.gov/baldrige/
FREEZE & NICHOLS
https://www.freese.com/baldrige http://www.sme.org/lean-certification.aspx
SME/ASQ
CQI‐Macros
http://asq.org/cert/SME-AME-Shingo-Institute-Lean-Certification-Alliance http://www.qimacros.com/qi-macros/six-sigma-software/?gclid=COcsM7gocgCFRBrfgod4osE8g
V‐Planner
http://www.ghafari.com/content.cfm/ghafari-announces-launch-of-vplanner p g g p
ISO‐9001
http://www.techstreet.com/products/1902439?product_id=1902439&si d=goog&gclid=CJyq-5COosgCFUuVfgodlSwO8A
LCI‐LEAN
http://www.leanconstruction.org/media/docs/Pages_from_LCI_Post ers.pdf
A brief history of ISO-9001 ISO first published its ISO 9001 standard in 1987 and later published an updated version in 1994. The newest version is known as ISO 9001 2015. The ISO 9001 quality management standard applies to areas such as manufacturing, processing, servicing, printing, forestry, electronics, steel, food processing, legal services, financial services, trucking, banking, retailing, drilling, recycling, aerospace, constr ction exploration, construction, e ploration textiles, te tiles pharmaceuticals, pharmace ticals oil and gas, gas p pulp lp and paper, paper publishing, petrochemicals, shipping, mining, energy, telecommunications, plastics, metals, research, health care, hospitality, utilities, aviation, machine tools, agriculture, government, education, recreation, tourism, fabrication, sanitation, software development, consumer products, transportation, instrumentation, computing, biotechnology, chemicals, consulting, insurance etc. ISO has two kinds of q quality y management g standards: requirements q and g guidelines. Together these two kinds of quality standards make up what is known as the ISO portfolio of quality management standards. Requirements are the formal expectations that you must meet if you wish to be officially certified or registered. They are compulsory. Guidelines, on the other hand, are suggestions and recommendations only. They are voluntary.
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