Please comply with the Lean Construction Institute’s Usage ...
Transcript of Please comply with the Lean Construction Institute’s Usage ...
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Please comply with the Lean Construction Institute’s Usage Policies and Attribution Guidelines at http://www.leanconstruction.org/usage.pdf
when using this file. Thank you.
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LEAN CONSTRUCTION
DEAN REED | DPR CONSTRUCTION, INC.
Opportunities | Concepts | Practices
| ,
LEAN CONSTRUCTION INSTITUTE CASCADIA CHAPTER INTRODUCTION TO LEAN DESIGN
© 2008 DPR CONSTRUCTION, INC.
INTRODUCTION TO LEAN DESIGNSEATTLE, WA | SEPTEMBER 15, 2008
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THREE CONNECTED OPPORTUNITIES
IMPECCABLE COORDINATIONPREDICTABLE WORKFLOW
FREEING HUMAN CAPACITY TO FOCUS ON
INNOVATION & CONTINUOUS IMPROVEMENT
PROJECTS AS PRODUCTION SYSTEMSCHANGING THE STRUCTURE OF WORK
G COS & O S
PROJECTS AS COLLECTIVE ENTERPRISEALIGN FINANCIAL INCENTIVESMOVE MONEY ACROSS BOUNDARIESELEVATING COST & OTHER VALUES
TO DRIVE DESIGNMOVE MONEY ACROSS BOUNDARIESFOR PROJECT OPTIMIZATIONRATHER THAN TRADE OR SILO FOCUS
© 2008 DPR CONSTRUCTION, INC.
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WHAT IS YOUR LEVEL OF AMBITION?
McDonough Holland & Allen PCAttorneys At Law | www.mhalaw.com
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GOAL OF THE TOYOTA PRODUCTION SYSTEM
“To produce the right product at the right time in the right quantity for the right time in the right quantity for the customer and to produce exactly what you need and nothing more ”you need and nothing more…”.
Taiichi Ohnocreator of the Toyota Production System
© 2008 DPR CONSTRUCTION, INC.
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WASTEAnything that Consumes Resources but Does Not Provide Value for the CustomerAnything that Consumes Resources but Does Not Provide Value for the Customer
1. Overproduction 2. Waiting 3. Inventory
4. Movement 7. Processing5. Effort 6. Rework of EErrors
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WASTES IN CONSTRUCTION
Overproduction:– Putting as much work in place as possible, making it harder to do priority
work– Ordering additional material because of poor quality or fit
Waiting: for materials, direction, information or prerequisite workInventory: information or material delivered before it is neededMo ement i t i l f l t th b f i t lli itMovement: moving materials from one place to another before installing itEffort:– Returning to the shop to pick up plans, materials or tools not at the site– Hunting for information or toolsHunting for information or tools
Rework: re-doing work because of errorsProcessing:– Recreating work because it cannot be shared
U i– Unnecessary reporting– Expediting material not ordered in time– Excessive coordination of multiple levels of suppliers
© 2008 DPR CONSTRUCTION, INC.
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LEAN THINKING
Eliminate waste through application of 5Eliminate waste through application of 5 principles
1 Id tif V l1. Identify Value2. Map the Value Stream3. Make value-creating steps flow4 At the pull of the customer4. At the pull of the customer5. Strive for perfection
J W k i L Thi ki g
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James Womack in Lean Thinking
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PRESIDENT OF TOYOTA NORTH AMERICA’S ADVICE ADVICE
Keep everything simpleMake it visibleMake it visibleTrust your people to do the right thing
Cited by Michael Kennedy in “Ready Set Dominate”
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SUTTER HEALTH’S FIVE BIG IDEAS FOR LEAN PROJECT DELIVERYLEAN PROJECT DELIVERY
Collaborate, Really Collaborate
OptimizeThe Whole
IncreaseRelatedness
Projects asProjects as Networks ofCommitment
Tightly CoupleLearning w/ Action
© 2008 DPR CONSTRUCTION, INC.
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LEAN PROJECT DELIVERY
Purposes DesignConcepts
ProductDesign
Fabrication& Logistics Commissioning Alteration &
Decommissioning
DesignCriteria
ProcessDesign
DetailedEngineering Installation
Operations & Maintenance
Project Definition
Lean Design Lean Supply Lean Assembly
Usey
Production ControlWork Structuring
© 2008 DPR CONSTRUCTION, INC.
LearningLoops
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RBPDECPS
LPSCoordination Fork
Co-opetition Confluence
PDCA A3sLPS
A3 Thinking Fork
Blue Book
5 WhyA3 Thinking Fork
Blue Book
Lean Leadership Fork
TVDKaizen
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Integrated TeamTarget Costing
Built in QualityThe Road to
UnderstandingWork Structuring
There
Network of Commitments Just Partnering
Integrated TeamUnderstanding Lean Construction
4
Last Planner System™
Just Design Build Contracting
g
O l Pl i S t
3
Last Planner System™
“I’m a Helpless Victim Of Fate”
Only a Planning System
2Just Manufacturing
Interdependence & Variability Just Risk Management
1 Current PracticeProduction System / Workflow
Road To NoExposure
HereOther Person’s Problem
Road To No Possibilities
pto Lean
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© 2008 DPR CONSTRUCTION, INC.
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LEAN CONSTRUCTION CONCEPTS & PRACTICES
Relational Contracts
Virtual Design &
C t ti
Set Based Design
Target Value
Contracts
Built-in Quality
Construction
Integrated Project
Standard
Value Design
Last
Quality Project Delivery
Work & Kaizen Work
Structuring
Last Planner
© 2008 DPR CONSTRUCTION, INC.
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INTEGRATED PROJECT DELIVERY TEAM
Landscape DesignCivil Engineer Skin
OwnerTelecom
Structural EngineerC
Drywall
Architect
Structural Engineer
Mechanical Engineer
Concrete
SteelCM/GC PMArchitect
Electrical EngineerHVAC
CM/GC PM
ElectricalPlumbing
Fire Protection
Core Group
© 2008 DPR CONSTRUCTION, INC.
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Real value is not the low bid on a higher cost design. It’s achieving g g gthe lowest true cost on the right design.g
Eric LambEVP, DPR Construction, Inc.EVP, DPR Construction, Inc.
© 2008 DPR CONSTRUCTION, INC.
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TARGET VALUE DESIGN FEEDBACK LOOP
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© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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SMCCV Value Stream Mapping
© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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RELATIONAL CONTRACTS
One Agreement signed by O-A-C
Integrated Project Delivery Team
“Joined” by jointly selected team members
OwnerNo separate “general conditions”Provides for formation of:Provides for formation of:– Core Group– Integrated Project Delivery Team
Architect Contractor
– Senior Management Group
Incentives for team performance
Core Group
Sr. Mgmt. Group
© 2008 DPR CONSTRUCTION, INC.
performance
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© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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TOYOTA PROVERB
Stop production so production Stop production so production never has to stop
© 2008 DPR CONSTRUCTION, INC.
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© 2008 DPR CONSTRUCTION, INC.
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BUILT-IN QUALITY CYCLE
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ACT PLAN
DOCHECK DOCHECK
© 2008 DPR CONSTRUCTION, INC.
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THREE CONNECTED OPPORTUNITIES
IMPECCABLE COORDINATIONPREDICTABLE WORKFLOW
G C CFREEING HUMAN CAPACITY TO FOCUS ON
INNOVATION & CONTINUOUS IMPROVEMENT
PROJECTS AS PRODUCTION SYSTEMSCHANGING THE STRUCTURE OF WORKELEVATING COST & OTHER VALUES
PROJECTS AS COLLECTIVE ENTERPRISEALIGN FINANCIAL INCENTIVESMOVE MONEY ACROSS BOUNDARIESELEVATING COST & OTHER VALUES
TO DRIVE DESIGNMOVE MONEY ACROSS BOUNDARIESFOR PROJECT OPTIMIZATIONRATHER THAN TRADE OR SILO FOCUS
© 2008 DPR CONSTRUCTION, INC.