Using the concept of takt time with pull planning in ... - Using the...© LEAN CONSTRUCTION...
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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G
Using the concept of takt time with pull planning in infrastructure works in Brazil
OCTOBER - 22, - 2020
Alexandre Soares, PRODUTTARE CONSULTING
T H E A B C ’ S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G
22 N D ANNUAL
© LEAN CONSTRUCTION INSTITUTE
© LEAN CONSTRUCTION INSTITUTE
T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G
• Problem Statement• The Case• The Roadmap of Implamentation• Trainning of Leaders• TAKT Pull Planning• Kaizen, SOP and others tools• Results
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SUMMARY
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Problem Statement
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• Infrastructure construction companies in Brazil have beenlargely affected by the result of operations by the federal justice and federal police called the ”car wash operation”.
• These operations overturned an arrangement between thecompanies, in which the prices of public bids wereoverpriced. Faced with the challenge of competing in a new market, a large construction company in Brazilhired a group of professionals to increase theoperational performance of its Projects.
• This same group had already implemented a management system in a shipyard in the construction of vessels withexcellent results.
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• 5 viaducts• 3 passenger stations• 5 miles of rainwater collection
channel• 10 miles of road• The value of the Project was $ 50
million;• Delivery time of 12 months
State of BahiaSalvador City
Best Carnival in the World
The Case: Express bus line for public transport
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The True North: ROADMAP
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M1 M2 M3 M4 M5 M6
Project Preparation: gemba, interview,
document analysis
Kick off meeting
Meeting with DirectorsCommittee - MD MD MD MD
Trainnig of Leaders and Operation Team: pills of Lean
Coaching with Leaders
Last Planner System Implementation
Takt PullPlanning: Deep
Foundation
Tack PullPlanning: Water
Channel
Takt PullPlanning: Viaduct
Kaizens + A3 + SOP – DeepFoundation
Kaizens + A3 + SOP – Water
Channel
Digital technology support: BIM + Drone + Power BI
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The productionsystem house wasdeveloped by thesame team, through visits tothe constructionsites andinterviews with themain managers ofthe company.
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The True North: Production System House
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The True North: Production System House
Strategic dimensions: Quality, Low Cost and Fast Lead Time
Base: PEOPLE (knowledge, skills, attitudes, values
and ethics) & ACCOUNTABILITY
Base: DIGITAL TECHNOLOGY and SUPPLY
CHAIN MANAGEMENT
Base: COMPETITIVE DIMENSIONS (Safety,
Cost, Service, Speed andQuality)
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The True North: Production System House
Center: Support pillarsfor each competitive
dimension
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The True North: Production System House
VSM
LAST
PLA
NN
ER
SYST
EM
CO
NST
RU
CTI
ON
SI
TE L
AYO
UT
SERVICE
METHODS THAT SUPPORT EACH COMPETITIVE DIMENSION
SPEED
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The True North: Production System House
THE HOUSE WAS DEVELOPED FOR THE DIFFERENT TYPES OF WORKS OF THE
COMPANY
ROADS, ENERGY TRANSMISSION TOWERS, INFRASTRUCTURE IN POOR COMMUNITIES
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The True North: Production System House and Roadmap
ROADS, ENERGY TRANSMISSION TOWERS, INFRASTRUCTURE IN POOR COMMUNITIES
According to each type of work and its characteristics, the house methods are included in the roadmap.
Some methods are mandatory, such as the last plannersystem
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The True North: ROADMAP
12
M1 M2 M3 M4 M5 M6
Project Preparation: gemba, interview,
document analysis
Kick off meeting
Trainnig of Leaders and Operation Team: pills of Lean
Meeting with DirectorsCommittee - MD MD MD MD
Coaching with Leaders
Last Planner System Implementation
Takt PullPlanning: Deep
Foundation
Tack PullPlanning: Water
Channel
Takt PullPlanning: Viaduct
Kaizens + A3 + SOP – DeepFoundation
Kaizens + A3 + SOP – Water
Channel
Digital technology support: BIM + Drone + Power BI
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Nº THEME DATE DURATION PUBLIC
1 LEAN BASIC - I 27/abr 5h Managers + Engineers
2 LEAN BASIC - II 18/mai 5h Managers + Engineers
3 LAST PLANNER - I 15/mai 2h Managers + Engineers
4 LAST PLANNER - II - VILLEGO 29/mai 2h Managers + Engineers
5 5S – KAMISHIBAI ROUTE 12/jun 2h Managers + Engineers
6 Workshop – 5S 3/jul 2h Managers + Engineers
7 TQM / A3 / kaizen 17/jul 2h Managers + Engineers
8 Workshop – A3 PROJECT 31/jul 2h Managers + Engineers
9 LEAN CONSTRUCTION –KOSKELA REPORT 92 14/ago 2h Managers + Engineers
10 FINAL WORKSHOP 28/ago 2h Managers + Engineers
Training the Leaders
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Training the Leaders
Group Dynamic: continuousflow in the construction of boxes
Presentation ofconcepts
Celebration!!!
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Takt Pull Planning
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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G
The True North: ROADMAP
16
M1 M2 M3 M4 M5 M6
Project Preparation: gemba, interview,
document analysis
Trainnig of Leaders and Operation Team: pills of Lean
Kick off meeting
Meeting with DirectorsCommittee ( MD) MD MD MD
Coaching with Leaders
Last Planner System Implementation
Takt PullPlanning: Deep
Foundation
Takt PullPlanning: Water
Channel
Takt PullPlanning: Viaduct
Kaizens + A3 + SOP – DeepFoundation
Kaizens + A3 + SOP – Water
Channel
Digital technology support: BIM + Drone + Power BI
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Pull Planning Strategic
Analysis ofImprovements andStandartzations
1 2 3
▪ Through collaborative workwith the team, Pull Planning must be initiated using the 8 steps of the TAKT principle
▪ The delivery of this stage is a schedule meeting the desireddeadline, with an adjustedpace, balanced teams andless waste
▪ After making the schedule, rounds are held to surveypossible constraints
▪ A managed Action Plan is madeby the team to remove constraints
▪ When the activity starts in thefield, the activities must be timedin order to identify possiblewaste in the operation
▪ The use of the Kaizen philosophy, either through Quick kaizen or A3 methodology is crucial to ensurethe attendance of the plannedTAKT
Management ofConstraints
Pull Planing Strategic + Identification and Management of Constraints + Analysis ofImprovements and Standardization
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1 Identification of theconstructive path
2List of tasks
3Definition of quantitative
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8 Heijunka of team andTasks
7Takt Time Calculation
6 Identification ofminimum teams
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TAKT =Prazo desejado
Nª de lotes + Nª de equipes -1
4 metros
Tubulão
2.5 3 3 3 2.5 32
3 3 3 3 3
0
5
10
Balanceamento das equipes
1 Forma interna2 Colocação da armação3 Forma externa4 Liberaçao5 Concretagem6 Cura7 Desforma8 Montagem da Camp.9 Buffer de Proteção
10 Escavação
31 2
456
# Atividade Qtd un.Equipe mínima
Coef. Atual
Tempo (equipe minima)
1 Forma interna 10 m² 2 2,121 10,62 Colocação da armação 140 kg 23 Forma externa 15 m² 2 2,121 15,94 Liberaçao - - - - 3,05 Concretagem 2,6 m³ 2 4,840 6,36 Cura - - - - 12,07 Desforma 10 - 2 0,909 4,58 Montagem e desm. da Campânula- - 2 - 3,59 Buffer de Proteção - - - - 3,0
10 Escavação 4 m - 12,0
8 steps of Takt Pull Planning
Division in parts anddefinition of the lot size
Line of Balance (LOB)
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Because the excavation is an apparent bottleneck, the concept of buffer was used toavoid browns in critical activity - Takt time of 3h was defined
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1 - Frame and Shaft2 - External form3 - Reforcing4 - Concreting5 - Healing6 - Healing7 - Deformation8 - Mounting the Bell9 - Buffer
10 - Excavation 111 - Excavation 212 - Excavation 3
Lot Size
• The average digging depth is around 16 meters• Teams must be balanced according to the 3-hour TAKT team• The number of pipes in the circuit must always be greater than the number of wagons on the train, to avoid waste of
waiting• As the front that suffers the most variation is the excavation, the stock of open fronts to avoid waiting is the distance
between team 12 and team 1
4 meters
T2D.34T2D.33T2D.32T2D.31T2D.30T2D.29T2D.28T2D.27T2D.26
345 12789 61011
T2D.13T2D.15T2D.17T2D.19T2D.21T2D.22T2D.23T2D.24T2D.25
12 345
1
2789 6101112 345
1 2
89 6101112 7
3
45
1 2
789 6101112
3 4
5
1 2
789 6101112
3 4 51 2
789 6101112
3 4 51 2
789
6
101112
3 4 51 2 7
89
6
101112
3 4 51 2 7 8 96
101112
- Bell
345 12
7 8 9
6
12 11 103
45
1 2
789 6101112 345
1 2
789 61110
12
345 12789 6
12 11 10
345 127
8 9
6
10 12 11
345
1
2789 610
12 11
34
5
12
7 8 96 10 12 11
345 12
7 8 96 11 10 123 4 5
12
7 8 96 11 10
12
3
4 5
12
7 8 96 12 11 103 4 5
1
2 7 8 96 10
1112
3 4 51 2 7 8
9
6
101112
345 1278
9
6
11 10 12
- Lot finished
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The implementation of the production flow causes problems to appear - Actions weregenerated to guarantee the 3-hour TAKT
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- SOP: Standart Operation Procedure
- Cronoanalisys - Visual Board
- Kaizen
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Chronoanalysis identified the need for improvement in internal and external forms andunion of the activities of movement and assembly of the bell
Reforcing Shape Concreting
DesformationMounting the Bell
2h37 3h04 2h42
3h251h152h20
Message:The assembly activity of the external formwork exceeded the TAKT of 3 hours due to the delay in fixing screwsThe deformation was mainly impacted by the difficulty in unlocking and deforming the shaftThe reduction of waste (handling) in the assembly of the hood allowed the handling and assembly activities to be carriedout in the same 3-hour TAKT.
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The True North: ROADMAP
22
M1 M2 M3 M4 M5 M6
Project Preparation: gemba, interview,
document analysis
Kick off meeting
Trainnig of Leaders and Operation Team: pills of Lean
Meeting with DirectorsCommittee - MD MD MD MD
Coaching with Leaders
Last Planner System Implementation
Takt PullPlanning: Deep
Foundation
Takt PullPlanning: Water
Channel
Takt PullPlanning: Viaduct
Kaizens + A3 + SOP – DeepFoundation
Kaizens + A3 + SOP – Water
Channel
Digital technology support: BIM + Drone + Power BI
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Blitz Kaizen: shapes
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AFTERBEFORE
184
130
Minutos
CYCLE TIME
84 Bolts
56 Bolts
Blitz Kaizen: shapes
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KAMISHIBAI ROUTE: Put management peoplein Gemba in organized way!
Visual Card
Production, safety, environment andquality people integrated in Gemba
List of questions aboutprocesses – Guide People
Card (RED OU GREEN)
VISUAL FRAMEWORK
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Standart Operation Procedure (SOP) + Workplace Organization(WO)
SOP WO
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Standart Operation Procedure (SOP) – TWI Concepts
Pictures
Workers
Tools Cycle Time
TaskDescriptions
QualityCheck
Key Points
Basic Design
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Workplace Organization - WO
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1 - Lifting Equipment
2 – Stairs
5 – Safety Defense
6 – Concrete Tube
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Management Routines
29
RGO
Diary WeeklyMonthlyBiweekly
Daily Huddle PPC Analysis
Safety MeetingKamishibai
Route
6WLA Weekly PlanControl Tower
Participants
Goals
KPI & CostAnalisis
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Results
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PPC
31
AVERAGE = 80,2 % and SD = 3,9
AVERAGE = 92,2 % and SD = 3,0
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Results: meter per day (average)
32
0
0.5
1
1.5
Orçado Mar Abr/Mai Jun/Jul Ago/Set Out
0.9
0.60.7
0.84 0.85 0.93
m/dayTakt PP55%
Budget
Budget
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Results
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1.07 1.10 1.15
1.09 1.12 1.22
1.04
0.84 0.90 0.92
0.50
1.00
1.50
REAL COST/BUDGET COST
PULL PLANNING
SAVING $ 1,200 k
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Book: Lean Construction – The Takt Principle
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§ This literature has specificmethodologies that seek to reducethe lead time of the work;
§ The reduction in lead-time promotes a significant reduction in costs;
§ The use of the TAKT principle is thecornerstone in building a robustproject planning and control system.
Available on amazon.com
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In the spirit of continuous improvement, we would like to remind you to complete this session’s survey in the Congress app! We look forward to receiving your feedback. Highest rated presenters will be recognized.
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Contact Us
36
Eduardo de Oliveira
Produttare Lean [email protected]
Alexandre Soares
Produttare Consulting and Leancore [email protected] [email protected]
Marcelo Klippel
Produttare Consulting [email protected]
Junico Antunes
Produttare Consulting [email protected]
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Thank you for attending this presentation. Enjoy the rest of the 22nd AnnualLCI Congress!
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