lean architecture - Squarespace · PDF fileAcquire insight into the principles of Lean...

11/6/2013

Copyright 2013 Michael F. Czap, All Rights Reserved 1

lean architectureExcellence in Project DeliveryThursday, November 7th1:00 – 2:301.5 CEU | HSW

Texas Society of Architects ConventionForth Worth Convention Center

1. Compare the three current systems of Process Management: Lean Thinking, 6 Sigma, and the Theory of Constraints.

2. Acquire insight into the principles of Lean Architecture and evaluate its impact upon contemporary Architectural methodology and practice in management, documentation, and technology.

3. Develop instructional documentation & communication systems that increase productivity with greater accuracy and a reduction in errors.

4. Put in place basic processes for the development and implementation of Lean practices in small, medium and large firms.

learning objectives

Process Improvement• 3 Goals

Lean Architecture• Management• Documentation• Technology

Patterns

Discussion

todayDependent on each preceding action

Preventing mistakes from happening versus detect & correct

Planned for, built-in and designed into the way we work

quality

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Real Productivity – The Avoidance of Unnecessary Work

•Doug Stoker

Goal– More Work in Less Time •Barry Isakson

Goal– Better Work with Less Effort •Barry Isakson

productivityprocess improvementLean | 6 Sigma | TOC

ManufacturingSoftware developmentConstructionHealthcareUS MilitaryStarbucks?

process improvement

Washington Post

Remove Waste• Identify value• Identify value stream• Flow• Pull• Perfection

Focus on flow

lean thinking

How to Compare Six Sigma, Lean, and the Theory of Constraints by Dave Nave in Quality Progress, © 2002www.asq.com

ValueAnything the client is willing to pay for• Changes the shape or form of the

process or product• Client cares about it• Done right the 1st time

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Reduce Variation• Define• Measure• Analyze• Improve• Control

Focus on problems

6 sigma


Manage Constraints• Identify constraint• Exploit constraint• Subordinate processes• Elevate constraint• Repeat cycle

Focus on system constraints

toc: theory of constraints


Structure work to “flow’

Reduce variation

Identify and eliminate what keeps us from doing good work (constraints)

3 goals

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Rethinking architectural methodology & practice

lean architectureExcellence in Project Delivery

lean: management

1980’s US Auto 1980’s Japanese Auto

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MADE IN AMERICA, REGAINING THE PRODUCTIVE EDGE

MIT Commission on Industrial Productivity; Copyright 1989

Walls between disciplinesSequential, IterativeSuppliers NOT part of team - 6000Defective parts - discarded

Design &General Specs

Manager

ProductEngineering

Manager

ManufacturabilityManager

Overlap

62 months to start Production

MADE IN AMERICA, REGAINING THE PRODUCTIVE EDGE

MIT Commission on Industrial Productivity; Copyright 1989

“Heavyweight” ManagerDesign, Engineering& Manufacturability

One TeamConcurrent, “designed to build”Suppliers part of Team - 337Defective parts - Why??

43 months to start Production

Prelim | SD Phase DD Phase15% 20% 45%

CD Phase25%

BN & CA D e s I g n45 – 50% 30 - 35%

D o c u m e n t20%

C o n s t r u c t

L o n g e r design phase, shorter documenting phase

Simultaneous development

Develop what can be built & afforded

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Solve issues as-you-go• Do not let problems accumulate

Do it right the 1st time

Make level paths

D e s I g n45 – 50% 30 - 35%

D o c u m e n t20%

C o n s t r u c tNorthern USFast Track Construction- help the civil & structural engineers

South Central USOwner- minimally “draw” until decisions are made- choices

find the chain

critical paths

23

Phase Driven• Tasks to Accomplish (i.e., think thru)• Items to Coordinate• Things to Check• Typical Drawings

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Issues & Assumptions

design charette “organized complexity”Overlapping building systems and components, logically arranged and coordinated with each other

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Reduce variation


3 goalslean documentation

“Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction.“- Albert Einstein

quote“Less is more“- Mies Van der Rohe

quote

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118,000 sf Hospital- 51 sheets Architectural CD’s- low change orders

2 projects, same firm

127,000 sf Hospital- 158 sheets Architectural CD’s- low change orders

Easiest thing to do

Convey information

Think Slowly (Draw Quickly)

Draw Less (Draw Smart)

Draw what you know

“Begin with the end in mind”, i.e., PLAN– Stephen Covey

“organized complexity”

6 hours = weeks of time Make things typical

Eliminate redundancy

Be instructional

Schedule by default

Visual quality control

Work in context

Use mistake-proofing techniques

methodology

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Workroom201

Classroom204

Workroom201

Classroom204

201

E11-

14

C

B

North

Methodology

90% complete

Visual QC

No time savings in thinking

Instructional

Intern & Contractor friendly

templates

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130E01-12

Door Number = Room Number (130)Add Alpha for multiple doors (130A)

Door Type Number (01)Scheduled on Sheet

Hardware Set Number (12)Hardware sets in Specs or on Drawings

Fire RatingA=3 Hour

B = 1 ½ HourC = 1 Hour

D = ¾ HourE = 20 MinuteN = No Rating

Typical

Atypical

HC grab bars dimensioned

one place

Toilet Accessories

WC1 “plugs into” the plans

1996Updated 2012

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T1 plugs into Floor Plans T2 keyed on

Floor Plans“plug in”

Components

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Few dimensionsFew section marks

Few reference marksFind & Note exceptions

- Other materials- Varying depths of cabinets

- Add’l places the same Elev’s apply

organization

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Circa 1922 Allison & Allison Architects

59Circa 1922

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61 62

63 64

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Reduce variation


3 goalslean: technology

“Confusion of goals and perfection of means seems, in my opinion, to characterize our age.”- Albert Einstein

quoteKnow before you build- Simulate- Visualize- Estimable

Faster & more accurateAutomate repetitious workLeverage information & knowledge

goals

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Sticky Bak

Empty spaces speak loudly

information is cheap$249 million5 ½ years107,591 files - 4,794 folders - 185 GB

information is cheap

2013-12-10_What_it_is.pdf

PD SD DD CD BN CA OP

Effo

rt/E

ffect

1

1 Cost Impact of Change

2

2 Traditional Design Process

3

3 Preferred Design Process

Source: Construction Users Roundtable, A/E Productivity CommitteeGraph originated by Patrick MacLeamy, AIA / HOK

BIM process shifts curveStructure work to “flow’

Reduce variation


3 goals

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patterns“Sometimes when you’re short of resources... it forces you to do better work.”- Steve Wozniak, co-founder of Apple Computer

the woz

Making the same mistakes

Over documenting

Re-researching building systems

Re-inventing firm standards, again

Re-design

billable work 25 employees$90 hour5% improvement$225,000 value2500 hours

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Planned hours did not support having an experienced PA until a later phase

- significant changes were required when PA joined

- but it was o.k., because the Plan supported the hours then

managing by the “plan” culture: 3 - 5 years

a

Develop Resources

ObservationAssessmentID bleedingProcesses

Tools

c

Touch: ProjectSystems

50% Design DevelopmentBuilding Systems ReviewFirm Methodologies

d

Touch: ProjectDetails

75% Construction DocsTechnical DetailingTemplates done rightFeedback: StaffFeedback: Methodologies

b

Distribute& Educate

EducateOJT

MentorIntranet

TemplatesDocs

Challenges allocating staff & $

On the fly development

Best practices

Word of mouth & informal communication

OJT / Mentoring

Intranet

small firms medium firmsSingle office w/ breadth & depth

Flatter organization, less politics

Allocate staff time with some $

On the fly development

Best practices

Word of mouth & informal communication

OJT / Mentoring

Formal instruction / Intranet

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large firmsGenerally well organized, $$

Firms within a firm, Independent

Resistant to change

Resources often squandered on firm wide initiatives

Development by committee- Least common denominator practices

Best practices

OJT / Mentoring

Formal instruction / Intranet


Reduce variation


3 goals

allowed use the sample documentationcontained in today’s presentation

acknowledgments

How to Compare Six Sigma, Lean, and the Theory of Constraints

by Dave Nave in Quality Progress, © 2002www.asq.com

Monte ChapinGreg LaVardera

11/6/2013


The Goalby Dr. Eliyahu M. Goldratt

resources

Made In America, Regaining the Productive Edgeby MIT Commission on Industrial Productivity

Lean Thinkingby James P. Womack andDaniel T. Jones

The Architect's Handbook of Professional Practice15th Edition

Released November 18th

thank-youMICHAELCZAP AIA

Cell 817.454.0584Dallas 214.347.9887Houston 713.581.2097

[email protected]

lean architectureExcellence in Project DeliveryThursday, November 7th1:00 – 2:301.5 CEU | HSW

Texas Society of Architects ConventionForth Worth Convention Center

lean architecture - Squarespace · PDF fileAcquire insight into the principles of Lean...

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