Forum 4th

4th Lean Construction Institute Academic Forum
Atlanta, Georgia 2/14/2004
Tariq S. Abdelhamid, Ph.D. Assistant Professor
1 T. Abdelhamid - LCIAF 2004
Outline
LCIAF history and mission LC Teaching NSF-sponsored LC workshops
T. Abdelhamid - LCIAF 2004
Lean Construction Institute Academic Forum

LCIAF Established (U of Colorado) LCIAF meeting (ASU) 2nd LCIAF 3rd meeting (MSU)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
2001
2002
LCIAF 4th meeting (MSU)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
2003
2004
4
LCIAF Goal
The Academic Forums primary goal is to further and encourage serious considerations of lean construction education and training for professionals entering the architectural / engineering / construction industry (AEC).
Tariq Abdelhamid - MSU 5
LCIAF Mission Statement

The Academic Forums mission is to promulgate and enhance the understanding and appreciation of lean construction thinking in institutions of higher education and advocate the discovery and exchange of knowledge concerning the concepts, principles, and methods of lean construction systems. The Academic Forum will be the venue of choice for academics to learn about the Lean Construction Institutes research and implementation efforts and for sharing lean construction pedagogical ideas.
No mumbo jumbo language:
Spread the LC message, get academics on board to teach it in college/university classrooms and conduct research.
Academic Forum Strategic Priorities

In support of its mission LCIAF will: Hold seminars, workshops, and symposia to promote lean construction integration in undergraduate and graduate curricula in architecture, civil engineering, and construction management programs. Solicit involvement from public funding agencies in conducting research and educational programs Providing a forum for students pursing masters or PhD degrees in Lean Construction to report, discuss and exchange ideas and experiences regarding their ongoing research. Reward high achievement in research and teaching through an appropriate program of recognition
LC Teaching at MSU
Tariq Abdelhamid (tabdelha@msu.edu); Construction Management Program, Michigan State University 3-credit hours graduate course titled: Lean Construction Principles and Methods ; course covers:
Traditional CM process Productivity improvement techniques (work sampling) Design of construction operations using simulation The history and evolution of production paradigms The principles of lean construction production (Production Control and Work Structuring) Lean construction enabling tools
T. Abdelhamid - LCIAF 2004 8
LC Teaching at MSU
Tariq Abdelhamid (tabdelha@msu.edu); Construction Management Program, Michigan State University
Students typically dont have a problem learning new material, but it is more difficult to unlearn what they already know. It is very important to assess students understanding of the traditional CM process and correct any misperceptions. The students should be allowed to discover problems with current CM practices through discussions of pertinent reading material as well as case studies and instructor own experiences. This will make them more receptive to the lean construction ideas.
LC Teaching at MSU
Games / Case Studies/Software

Collapse at 2000 Commonwealth
Email tabdelha@msu.edu for case
Delta Design (cross-functional design teams)

Contact Louis L. Bucciarelli from MIT (llbjr@mit.edu )
Dice Game (variability impact on workflow)

Contact Greg Howell at LCI (ghowell@earthlink.com)
Paper-based Airplane Game (one-piece mfg vs batch systems)

Email tabdelha@msu.edu for case
EZSTROBE (simulation software) Download from Julio Martinezs website ( http://strobos.cee.vt.edu/ )
10
Construction as Usual
Improvement Initiatives
Value-engineering Design-build Partnering TQM Constructability Safety
e rs u Co is Productivity Th
is Th rs ou C e
Lean Construction
Project Management
&
is Th rs ou C
Project Management (CPM and Contracts)
Improvement (work sampling; computer simulation; safety)
Flow and Value Mgmt

se ur Lean Supply Co Lean Assembly is Th
Lean Design
Work Structuring Production Control
Waste
Waste
Waste
Customer Satisfaction
11
LC Teaching at MSU
Conventional Cost principle
Cost + Profit = Price Cost + Profit = Price

Price to Sell
Profit Profit
3
2 1
Cost to Produce
Profit Profit
2 1
Determining cost (direct/indirect) then adding profit diverts attention from the fact that costs should be reduces and not profit when cost of material/labor/equipment increases.
12
Kentucky Center for Experiential Education 1998 / Shingo 1989 (adapted)
LC Teaching at MSU
Time Cost Tradeoffs

T/C guides planning/control Total Cost
CE COST ($) TM
Minimum Total Cost Direct Cost
Minimum Duration
Minimum Direct Cost Indirect Cost
DURATION
13
LC Teaching at MSU
Quality Cost Tradeoffs

Q/C guides planning/control Total Cost
COST ($)
Minimum Total Cost Construction Cost

Quality Control & Correction Costs
Increasing Quality of Conformance

LC Teaching at MSU
Origins of Time Cost Tradeoff

The roots of T/C , Q/C tradeoffs can be found in inventory management literature as far back as the 20s. (Compare to graph on previous 2 pages!)
Total Cost
COST ($)
Minimum Total Cost
Processing/Setup Costs
Carrying Cost
EOQ
Quantity (Lot Size)

15
LC Teaching at MSU
Management Levels in Construction
Organizational Project Activity Operation Process Work Task

Company structure; Multiple project attributes Project breakdown according to contract, specs , dwgs; cost; time; resource control Activity status against budgeted cost/time; resources use Today, CM focuses on this box!!! Focus on day-to-day functions. Choice of construction methods. Decisions on activity sequencing. Management of trade interactions)
Adapted from Halpin and Woodhead (2000)
16
LC Teaching at MSU
Estimating and Dilbert
17
LC Teaching at MSU
Scheduling and Dilbert
18
LC Teaching at MSU
Construction Project Management

The relation in this curve clearly supports the need to have collaboration among project participants early on in the project.
Why havent we acted on this before?
Lean construction advocates the creation of cross functional teams to consider constructability and maintainability early on.
Ahuja et al (1994)
19
LC Teaching at MSU
Common Practice: Ignoring Waste!

Cycle Time = Processing + Handling + Inspection + Wait In construction:
Focus only on reducing Processing (conversion) time using technology, equipment, automation, and to some extent modularization. Disregard Handling + Inspection + Wait (waste) component [part of doing the businessEasiest escape-goat is uncertainty]
A B C D E
1-5% Processing (Conversion); Value adding
Activity
F G H I J K L M N O P Q
95-99% Handling, Inspections, and Wait; Non-Essential; Waste
20
Current Project Planning!!

(Ballard 2000)
PROJECT OBJECTIVES
INFORMATION
PLANNING THE WORK
SHOULD
The SHOULDs are placed on a timeline; what we eventually call a CPM SCHEDULE (created with minimum team input; overlooks prevailing conditions on site; assumes activities are independent entities)
Current Production Planning/Control??

Production is viewed only as a TRANSFORMATION of inputs to outputs
(Ballard 2000)
SHOULD
RESOURCES
EXECUTING THE PLAN
DID
Current project control focuses only on should vs. did ; Develop recovery plans; Hope project gets on track; Deviation-based control
(Adrian & Adrian 1995)

LC Teaching at MSU
Current State
Projects seldom finish on time/budget/quality Far too many claims!!!
We ignore value to the customer (Get involved too late) We only manage the project; ignoring production We use deviation-based control We focus on local productivity not system throughput improvement
Our hit-miss ratio is very low (high input-low output systems)
We manage a non-linear dynamic process as if it is linear static one!!!
24
LC Teaching at MSU
Lean Production
is a production philosophy which shortens the time line between the customer order and the product shipment by eliminating waste and maximizing value to the customer.
Business as Usual
Customer Order
Waste Time
Product Shipment
Lean Production
Customer Order
Waste
Product Shipment
Time (Shorter)
Kentucky Center for Experiential Education 1998 / Shingo 1989 (adapted)
25
LC Teaching at MSU
Why Lean?
Compared to conventional manufacturing principles, products manufactured using lean principles have required significantly less resources to produce and have resulted in the following (Technology Century 10/2001):
1. Productivity gains of 300 to 400%. 2. Labor productivity increased an average of 25% a year. 3. Defect rates reduced from more than 2000 to less than 50 parts per million (PPM) and in many to less than 10 PPM. 4. Cost of quality cut by over 60%. 5. Work-in-process inventory slashed by more than 80%. 6. Revenue per 1000 square feet of factory space was raised 350 %.
LC Teaching at MSU
What type of production is construction?

Construction is a project-based production system Fixed-position manufacturing (whole assembled from parts; workers complete processes on a stationary product) Final product is rooted in place (uncertainties and customer involvement) Directives- Driven
Howell Howell (1997) Ballard andand Ballard (1998)
27
LC Teaching at MSU
What is LEAN Construction?

LC is managing construction using:
Activity Management (CM practices; CPM and Contracts) Flow Management Ensure reliable workflow (Remove Waste)

Design product and process together using cross-functional team Shift design responsibilities to suppliers Reduce inventories (pull material to site; concrete) Give workers the right to say No to things they CANT do Conformance-based control Standardize and industrialize wherever possible
Understand and challenge customer requirements
Value Management
Lean Construction Institute, 2001 (adapted)
28
Who is doing it
Owners: Intel, Ford, Solutia, Pentagon Renovation, Rice University, BAA Designers: IDC, Neenan, Burt Hill Kosar Rittelmann, NIRAS, Albert Kahn Constructors: Boldt, Kinetics, Southland Industries, Neenan, Linbeck, DPR, EMCORGowan,Trautman & Shreve, Marelich, Fluor/Ames/Kramer, Walbridge-Aldinger, Integrated Project Delivery, Simpson Mechanical, Graycor, Frank Messer, NIRAS/MTHS
Lean Construction Institute visit http://www.leanconstruction.org

Seminars and workshops on LC Contributing members are privy to research projects conducted by the institute
LC Teaching and Research

Universities teaching and performing research in Lean Construction:
USA UC-Berkeley MSU University of Florida University of Colorado Boulder Virginia Tech Arizona State University San Diego State University Finland - VTT Technical Research Centre Denmark Brazil - Federal University of Rio Grande do Sul Chile Catholic University of Chile, Santiago England - University of Birmingham / University of Northumbria Technion - Israel Institute of Technology Australia
30
LC Teaching at MSU
Lean Non-Cost principle

Price to Sell
Some Profit Some Profit

Cost to Produce
3 2
Bigger Profit Bigger Profit

2
Price -- Cost = Profit Price Cost = Profit

Only way to increase profits is to reduce costs. Hence, the focus on work flow (waste removal and variability reduction)
Kentucky Center for Experiential Education 1998 / Shingo 1989
LC Teaching at MSU
7 Forms of Waste
CORRECTION WAITING
Repair or Rework
MOTION
Any wasted motion to pick up parts or stack parts. Also wasted walking
Any non-work time waiting for tools, supplies, parts, etc..
Anywhere work is performed, waste is being generated and must be removed.
PROCESSING
Doing more work than is necessary
Types of Waste
OVERPRODUCTION
Producing more than is needed before it is needed
INVENTORY
Maintaining excess inventory of raw matls, parts in process, or finished goods.
CONVEYANCE
Wasted effort to transport materials, parts, or finished goods into or out of storage, or between processes.
Add to this list any other factors pertinent to your company or industry.The concept is what matters
32
Kentucky Center for Experiential Education 1998 / Shingo 1989
LC Teaching at MSU
Finding Waste using Value Stream Mapping

VSM identifies all steps required to transform inputs to outputs. Duration of process steps are recorded as well as time delay. This will will identify value added time vs. non-valued added time. Create Value Map Identify opportunities for improvement Restructure process Develop work plan to implement new process Define performance metrics Analyse cost savings Walbridge Aldinger improved billing and progress payment process accuracy using VSM (went from 43% to below 5% problems in billing).
Rother, M. and Shook, J. (1998). Learning to See: Value Stream Mapping to Create Value and Eliminate Muda. v.1.1, Oct., The Lean Enterprise Inst., Brookline, Mass.
Mason placing the glass blocks
33
LC Teaching at MSU
Lean Production is not just JIT

JIT stand for Just-In-Time production, delivery, etc. IT DOES NOT MEAN ZERO-STOCK PRODUCTION A method to decrease inventory on hand and WIP which leads to waste reduction.
34
LC Teaching at MSU
Waste, WIP & Inventory
(Hopp and Spearman 2000)
Transformation Production (CRAFT and MASS) Work-In-Process

River
Production Problems
Inventory Levels
High inventory levels mask production problems.

LC Teaching at MSU
Waste, WIP & Inventory
(Hopp and Spearman 2000)
Lean Production
Work In Process
River
Fewer Production Problems
Lower Inventory Levels
As inventory levels are decreased, production problems are encountered and dealt with.
LC Teaching at MSU
Visual Site (Factory): Another Tool
Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.
5-S
1S 2S 3S 4S 5S Sift and Sort Stabilize Shine Standardize Sustain (Organize) (Orderliness) (Cleanliness) (Adherence) (Self-discipline)
37
Kentucky Center for Experiential Education 1998
LC Teaching at MSU
38
LC Teaching at MSU
Standardized Work
Captures best practices Posted at the work station Visual aid Reference document
work sequence job layout time elements safety
Developed with operators Basis for Continuous Improvement

LC Teaching at MSU
Last Planner System of Production Planning and Control
Last Planner is the final person who gives the assignment to crew to actually perform the work The last planner system is a production control and workflow system designed to:
Empower front-line personnel to make decision about what work to commit to; Shielding; PPC = production system variability Improve workflow by ensuring that future work is READY !! Lookahead process: a pull process!!!
40
Project Objectives
The Last Planner System
LC Teaching at MSU
SHOULD CAN WILL

Information
Planning the Work
SHOULD
Should vs. Did

The Last Planner Phase I [work we THINK can be done]
Can
The Last Planner Phase II [work we KNOW can be done
WILL
PPC = DIDsWILLS
Inputs
Production
DID
Lean Construction Institute, 2001, (adapted)
41
Examples of LC Teaching
Glenn Ballard (ballard@ce.berkeley.edu), Engineering and Project Management Program; Department Of Civil Engineering; UC- Berkeley
CE290M Improving Performance in Engineering Driven Organizations. Catalog Description: Students will understand competing theories of management, and alternative approaches to integrating work execution and improvement. The focus will be on engineering-driven organizations and sectors, such as electronics, the automotive industry and the engineering/construction industries. Course Objective: Students will understand lean construction concepts and techniques of production management, the potential for and obstacles to improving performance, what data provokes and supports positive change, how to collect that data, and how to use it. Outline and reading material available
Marton Marosszeky (m.marosszeky@unsw.edu.au ) ; University Of New South Wales, School Of Civil And Environmental Engineering Project Management Tools & Skills full semester course - graduate
Looks at the construction process at the project, supply chain and industry levels; Study actual projects and supply chain operations as case studies and examine computer-based technology for supply chain integration. Major topics include the Toyota Production System and its potential in construction, (lean construction principles) process risk management, supplier management, quality and productivity improvement, real time information systems, work restructuring, and supply chain innovation. Lecture outline and readings available.
David Ford - dford@civilmail.tamu.edu (Texas A&M university Civil Engineering)
Present Lean as a general concept to facilitate transfer across applications. Describe construction as a service supply chain and then discuss management approaches, including traditional push, which opens the door to describe pull as an alternative. Discuss size of inventories and the opportunity to reduce these costs by controlling inventories and adjusting production rates. Transparent models of construction systems are used to demonstrate the conventional versus lea-based thinking. I do not explicitly call these things "Lean", but could and would if I had the materials to facilitate that.
Eric Johansen (eric.johansen@unn.ac.uk); School of the Built Environment; University of Northumbria at Newcastle
"Lean" is a headline issue for the management of construction projects within the UK (Covered within courses of other titles) Undergraduate (seniors): General introduction and Last Planner as a focus for improving construction planning. Accounts for around 30% of the contact time of a senior undergrad construction management course Lean Design issues within a module called "Managing the Design Process" which mainly looks at Work Structuring, Set and Point based design with reading and discussion of few IGLC/LCI papers - about 20% of the contact time. Post grad: Project Management course that covers PMI/PMBOK; stealthfully change focus to "Producing the Project; Lean intro; Last Planner, Linguistic Action, Value Streaming and Supply Chain Management, design management 35% of the module.
Flvio A. Picchi (fpicchi@lean.org.br); University of Campinas and Lean Construction Institute - Brazil
Lean Construction for graduate students (45 hours) General lean principles while mapping to construction Lean in construction using IGLC papers (flow, design, job site, supply, maintenance). At the end of the course, students present seminars, with cases or theoretical discussions.
46
Rafael Sacks (cvsacks@technion.ac.il); Structural Engineering and Construction Management Unit; Faculty of Civil and Environmental Engineering; Technion - Israel Institute of Technology
Grad course on CM with 4 to 5 weeks on lean construction. Construction as flow of goods and services vs a collection of distinct activities Push vs pull flow control systems The mechanisms to monitor/control flow in construction vs Mfg Impact of variability and unreliability Identifying waste in systems
Lean thinking through the full project life-cycle, with special emphasis on design Games of various kinds are also very effective in teaching the concepts. Case studies that show practical implementations
Lean Construction Resources

Materials for teaching as well as the latest research in LC: Lean Construction Institute (http://www.leanconstruction.org/) International Group For Lean Construction (http://cic.vtt.fi/lean/index.htm) Lean Construction Network (http://www.leancon-net.com/) And Soon; Lean Construction Journal (http://www.msu.edu/user/tabdelha/LCJ_RFP.htm)
Lean Construction Higher-Education Workshops

National Science Foundation Directorate For Education And Human Resources Division of Undergraduate Education Course, Curriculum, and Laboratory Improvement (CCLI)
The CCLI Program seeks to improve the quality of science, technology, engineering, and mathematics (STEM) education for all students, based on research concerning the needs and opportunities that exist and effective ways to address them. Targets activities affecting learning environments, course content, curriculums, and educational practices, with the aim of contributing to the relevant research base. Proposals to improve undergraduate STEM education in a broad spectrum of institutions, including 2-year colleges, 4-year colleges, and universities. Single institution, a collaborative effort among several institutions, or a collaboration with business and industry partners. (NSF website; accessed Jan 2004)
Lean Construction Higher-Education Workshops The following CCLI Program are relevant to LCIAF mission:
Educational Materials Development (CCLI-EMD)

Produce innovative materials that incorporate effective educational practices to improve student learning of STEM. Projects to develop textbooks, software, or laboratory materials for commercial distribution are appropriate. Two types of EMD projects will be supported: (1) those that intend to demonstrate the scientific and educational feasibility of an ideaa "proof of concept" or prototype and (2) those that are based on prior experience with a prototype that intend to fully develop and test the product or practice. (NSF website; accessed Jan 2004)
Lean Construction Higher-Education Workshops
The following CCLI Program are relevant to LCIAF mission: National Dissemination (CCLI-ND)
projects are expected to provide faculty with professional development opportunities to enable them to introduce new content into undergraduate courses and laboratories and to explore effective educational practices to improve the effectiveness of their teaching. Projects should be designed to offer workshops, short courses, or similar activities on a national scale in single or multiple disciplines.
(NSF website; accessed Jan 2004)

52

Forum 4th

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Forum 4th

Diunggah oleh

Hak Cipta:

Format Tersedia

4th Lean Construction Institute Academic Forum

Atlanta, Georgia 2/14/2004

Tariq S. Abdelhamid, Ph.D. Assistant Professor

1 T. Abdelhamid - LCIAF 2004

LCIAF history and mission LC Teaching NSF-sponsored LC workshops

T. Abdelhamid - LCIAF 2004

Lean Construction Institute Academic Forum

T. Abdelhamid - LCIAF 2004

Tariq Abdelhamid - MSU 5

LCIAF Mission Statement

No mumbo jumbo language:

Tariq Abdelhamid - MSU 6

Academic Forum Strategic Priorities

Tariq Abdelhamid - MSU 7

T. Abdelhamid - LCIAF 2004

Games / Case Studies/Software

Delta Design (cross-functional design teams)

Dice Game (variability impact on workflow)

Paper-based Airplane Game (one-piece mfg vs batch systems)

EZSTROBE (simulation software) Download from Julio Martinezs website ( http://strobos.cee.vt.edu/ )

T. Abdelhamid - LCIAF 2004

Project Management (CPM and Contracts)

Improvement (work sampling; computer simulation; safety)

Flow and Value Mgmt

Work Structuring Production Control

Conventional Cost principle

Cost + Profit = Price Cost + Profit = Price

T. Abdelhamid - LCIAF 2004

Kentucky Center for Experiential Education 1998 / Shingo 1989 (adapted)

Time Cost Tradeoffs

Minimum Direct Cost Indirect Cost

T. Abdelhamid - LCIAF 2004

Quality Cost Tradeoffs

Minimum Total Cost Construction Cost

Increasing Quality of Conformance

Origins of Time Cost Tradeoff

Minimum Total Cost

Quantity (Lot Size)

Management Levels in Construction

Organizational Project Activity Operation Process Work Task

Adapted from Halpin and Woodhead (2000)

Estimating and Dilbert

T. Abdelhamid - LCIAF 2004

Scheduling and Dilbert

T. Abdelhamid - LCIAF 2004

Construction Project Management

Why havent we acted on this before?

Common Practice: Ignoring Waste!

1-5% Processing (Conversion); Value adding

95-99% Handling, Inspections, and Wait; Non-Essential; Waste

T. Abdelhamid - LCIAF 2004

Current Project Planning!!

PLANNING THE WORK

Current Production Planning/Control??

EXECUTING THE PLAN

(Adrian & Adrian 1995)

We manage a non-linear dynamic process as if it is linear static one!!!

T. Abdelhamid - LCIAF 2004

Kentucky Center for Experiential Education 1998 / Shingo 1989 (adapted)

What type of production is construction?

T. Abdelhamid - LCIAF 2004

Howell Howell (1997) Ballard andand Ballard (1998)