Keith Johnson, P.E.

May 13, 2015

?
 7. Implement
the solution,
begin again
3. Select a 5. Identify
problem to solutions to
eliminate the problem

6. Select the
best solution
0. Identify an
opportunity 1. Set or 2. Identify 4. Analyze the
for clarify a goal problems problem
improvement
 4.
Analyze
7. Implement the solution,
the
problem begin again
 temporary

unique
specific inputs

a procedure for
a set of specific outputs.
outputs
 Monitoring and
Initiating Planning Executing
Controlling Closing Processes
Processes Processes Processes
Processes
13.2 Plan Stakeholder Management 10.1 Plan Communications Management 4.5 Perform Integrated Change Control 9.1 Plan Human Resource Management

13.3 Manage Stakeholder Engagement 4.4 Monitor and Control Project Work 11.4 Perform Quantitative Risk Analysis 5.4 Create WBS 4.6 Close Project or Phase

7.1 Plan Cost Management 6.3 Sequence Activities 5.1 Plan Scope Management 7.3 Determine Budget

12.2 Conduct Procurements 6.6 Develop Schedule 9.2 Acquire Project Team 13.1 Identify Stakeholders

6.2 Define Activities 12.3 Control Procurements 5.2 Collect Requirements 9.3 Develop Project Team

4.1 Develop Project Charter 6.7 Control Schedule 6.1 Plan Schedule Management 8.3 Control Quality

8.2 Perform Quality Assurance 11.2 Identify Risks 6.5 Estimate Activity Durations 5.5 Validate Scope

11.1 Plan Risk Management 11.6 Control Risks 7.2 Estimate Costs 10.2 Manage Communications

12.4 Close Procurements 11.5 Plan Risk Responses 5.6 Control Scope 5.3 Define Scope 7.4 Control Costs

9.4 Manage Project Team 10.3 Control Communications 6.4 Estimate Activity Resources 8.1 Plan Quality Management 4.3 Direct and Manage Project Work

12.1 Plan Procurement Management 13.4 Control Stakeholder Engagement 11.3 Perform Qualitative Risk Analysis 4.2 Develop Project Management Plan

PMBOK, pg. 61
 West Jordan

St. George
Perry

Murray
Logan

Sandy
Vernal
Scipio

Salt Lake
Heber
Question: It is in an organizations
best interest to
T/F implement any
element of lean it can.

Question: The goal is to

implement lean as
T/F completely and
efficiently as possible.
Create a market
 Competent people
Competent processes
Laser focus
Common purpose
Eliminate waste
Mill Trench String Pipe Weld

Coat/X-ray Lay-in Backfill Restore

 Construction
Specify value from the standpoint of The continuous process of:
the customer. eliminating waste,
Identify the value stream (the process) meeting or exceeding all
creating the value and remove the customer requirements,
waste.
focusing on the entire value
Make the value flow without stream, and
interruptions,
pursuing perfection
so the customer can pull products
in the execution of a constructed
from the provider as needed,
project
while pursuing perfection.

James Womack Construction Industry Institute

 Value Added Non-value Added
1. The customer is willing Necessary to make value- Does not provide value to
to pay for this activity. added processes work or the customer or support
regulatory requirement: delivery of value: It
2. It must be done right
optimize. represents waste and
the first time.
should be eliminated
3. The action must
somehow change the
product or service in
some manner.

http://www.isixsigma.com/dictionary/value-added/ (1/8/15)
 More than half of construction waste comes from poor design and
control of processes.
Relatively small effort and investment would provide a large return.
Most construction waste comes from friction loss between trades and
departments.
Self interest often places trade/department above the combined
organization.

from Forbes and Ahmed, pg. 5

Generally:
1. people do good work and want to improve
we need to get past the blame reflex
we work for the same company
2. most problems are the fault of systems, not
people
there are problems
3. part of our job is to do it better
whatever else we are, we should be problem
solvers
4. we need tools, discipline and practice to be
consistent
 Mindset
Investment
Tools
1.Over production
2.Waiting
3.Transporting
4.Overprocessing
5.Unnecessary inventory
6.Unnecessary motions
7.Defects
1.Over production
Making more, earlier, or
2.Waiting faster than required by the
3.Transporting next process.
4.Overprocessing Example: Digging trench far ahead
5.Unnecessary inventory of the pipeline crew
6.Unnecessary motions
7.Defects
1.Over production
Idle time waiting for such
2.Waiting things as people, materials,
3.Transporting machines, measurement or
4.Overprocessing information.
5.Unnecessary inventory Example: Leaning on shovels.
6.Unnecessary motions
7.Defects
100% Percent of total Cummulative
100%
95%
89%
82%
74%

50% 61%

32% 29%
32%
13%
8% 7% 6% 5%
0%
Direct work Waiting Traveling Instructions Tools, material Early quits/late Personal breaks
transport starts

Work Activity
From Forbes and Ahmed, Modern Construction, pg. 41
1.Over production
Transporting parts or
2.Waiting material. Multiple moves
3.Transporting multiply the waste.
4.Overprocessing Example: The nature of
5.Unnecessary inventory construction: bring lots of
6.Unnecessary motions materials to one location.
7.Defects
1.Over production
Extra effort that adds no
2.Waiting value to the product or
3.Transporting service.
4.Overprocessing Example: Overly complicated
5.Unnecessary inventory bidding processes.
6.Unnecessary motions
7.Defects
 Revenue
Risk (schedule, cost)
Responsibility (blame)
Expenses
Net Income
 Spreads responsibilities and risks fairly and transparently
Based on trust and partnership
Requires integrity, character, trustworthiness, competence
Team interests > legal agreement
Shared values, common goals
Interdependence is acknowledged
Open sharing of knowledge and ideas is required
Creates a culture that spreads through company and industry

Forbes and Ahmed, pg. 169-170

1.Over production
Any supplies in excess of
2.Waiting what will be of immediate
3.Transporting use.
4.Overprocessing Example: Need two fittings, buy
5.Inventory five at the store and throw the
6.Unnecessary motions extra three in a pile.
7.Defects
1.Over production
Any movement of people,
2.Waiting tooling and equipment that
3.Transporting does not add value to the
4.Overprocessing product or service.
5.Inventory Example: A poorly organized
6.Unnecessary motions office.
7.Defects
1.Over production
Work requiring inspection,
2.Waiting sorting, scrapping,
3.Transporting downgrading, replacement
4.Overprocessing or repair.
5.Inventory Example: Poorly mixed concrete.
6.Unnecessary motions
7.Defects
 .

During During During After

Pre-design Design Construction In-service
 What we planned/hoped for
What we did
Percent Complete
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Week

% =

= Total Time Projected
%

12
= 16 days
75%
1. Over production
2. Waiting
3. Transporting
4. Overprocessing 8. Neglect safety
5. Inventory
6. Unnecessary motions
7. Defects
1. Over production
2. Waiting
3. Transporting
4. Overprocessing
5. Inventory
6. Unnecessary motions
7. Defects
8. Neglect safety
Forbes and Ahmed, pg. 26
The last planner is in the best position to match labor and material
resources to accomplish assignments in response to downstream
demand.
Work planning may establish time frames but is not very effective in
establishing that the tasks assigned are capable of completion
The LPS technique decentralizes decisions and empowers the crews
that are in direct contact with the work to plan and schedule detailed
tasks; in effect, they become the last planner.
Forbes and Ahmed


Nancy Tague, The Quality Toolbox
Nancy Tague, The Quality Toolbox, pg. 353
Grounded outlet/plug Polarized outlet/plug Mistake-enabling
adaptor

Mistake-enabling tool

Mistake-prone back
Correct Wrong Proposed
A designer knows he has achieved perfection
not when there is nothing left to add, but
when there is nothing left to take away.

Antoine de Saint-Exupery

Making the simple complicated is

commonplace; making the complicated
simple, awesomely simple, that's creativity.

Charles Mingus
Mistake-Proofing = Poka-Yoke (Baka-Yoke)
 Rank Player FT%
1. Steve Nash .9043
2. Mark Price .9039
3. Rick Barry .8998
4. Peja Stojakovic .8948
The obvious: The only way to permanently
5. Chauncey Billups .8940
eliminate defects is to
6. Ray Allen .8939
permanently eliminate the
7. Calvin Murphy .8916
potential to produce defects.
8. Scott Skiles .8891
9. Reggie Miller .8877
10. Larry Bird .8857
This can be done in one of two ways: 11. Bill Sharman .8831
1. Change the design of the product. 12. Kevin Durant .8818
13. Dirk Nowitzki .8786
2. Change the design of the process. 14. Jeff Hornacek .8770
 Behavioral
Technical Solutions
Solutions
Cannot Accept or Procedures
Cannot Make Cannot Cycle Training
Pass
Inspection /
Flawed action is testing
Flawed action is
Eliminate or redesign detected during Control non-
detected during
action during design transition from one conforming
process execution
process to the next product

Increasing Desirability
Nancy Tague, The Quality Toolbox, pg. 353
Action Type Description Category
1. Omission Something missing
Errors of
2. Too much Excess energy or movement
Amount
3. Too little Insufficient energy or movement
4. Unevenly applied Consistently wrong Errors of
5. Erratically applied Inconsistently wrong Variation
6. Too fast Insufficient time spent Errors of
7. Too slow Too much time spent Time
 We have ever-expanding "to do"
lists, trying to build momentum by
doing, doing, doingand doing
1. Time more Those who built the good-
to-great companies made as much
use of "stop doing" lists as "to do"
lists. Jim Collins

2. Money

3. Commitment
= Choices
Flawed Action Type Apply Epoxy Example Category
1. Omitted Did not apply epoxy; did not test
Errors of
2. Too Much Epoxy too thick
Amount
3. Too Little Epoxy too thin
4. Unevenly Applied Routinely applied poorly near border of
FBE coating Errors of
Variation
5. Erratically Applied Imprecise mix of base/hardener
6. Too Fast Operator not being conscientious Errors of
7. Too Slow Apply too slowly: Inadequate cure Time
Barcode tracking Create epoxy Provide training Form specialized
of base/hardener kits, which from epoxy crews
batches include manufacturer
traceability of everything
potentially needed to coat
compromised one joint
product
 July 28, 1935
First Test Flight
October 30, 1935
Crash
 Working
west-to-east

Working
east-to-west

Pavement open

Fast
moving

Slow
going
 Lean Construction Institute
leanconstruction.org

Other lean practices:

1. Protect production by creating
strategically-placed buffers
2. Create a pull system for work
1. Ultimately planning is done by the
ones doing the work
 Almost all men are
If you only have a hammer,
you tend to see every
intelligent. It is method
problem as a nail. that they lack.
Abraham Maslow F. W. Nichol
 Project Planning and Implementing (28)
Idea Creation (10)
Process Analysis (19)
Data Collection and Analysis (29)
Cause Analysis (14)
Evaluation and Decision-Making (13)

Nancy Tague, The Quality Toolbox

 Building a Project-Driven Enterprise: How to Slash Waste and Boost Profit
Through Lean Project Management
Nancy Tague, The Quality Toolbox