15 - Nerius Jasinvicius_23 TOCPA_USA_21-22 March 2016
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Transcript of 15 - Nerius Jasinvicius_23 TOCPA_USA_21-22 March 2016
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8/18/2019 15 - Nerius Jasinvicius_23 TOCPA_USA_21-22 March 2016
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23rd International Conference of the
TOC Practitioners Alliance - TOCPA
www.tocpractice.com 21-22 March, 201, Tennessee, !"A
CCPM and Lean Construction
Nerius Jasinavicius,
TOC sprendimai, Lithuania
March, 2016
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Nerius Jasinavicius
• #o$nder of TOC sprendimai
• #o$ndin% Mem&er of TOCPA• Cons$ltant for $ni'$e clients
• TOCICO certified "C, TP
• Certified Mana%ementCons$ltant (ICMCI)
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Typical Construction
environment
• Lots of stakeholders
• High degree of uncertainty
• Delays
• Chaotic project meetings on sites
• Big staff turnover
• Waves of activities
• Looks like nobody keeps promises
• Distrust (Not-Me mentality)
• Clients look for the ways not to pay
• Very low cooperation between client, architects and
contractors
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The challenge
In today‘s business management world there are so
many buzzwords the best and only really working
methodologies:
• LEAN
• SixSigma• TPS
• TOC
• WBS
• Etc……
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What is Lean Construction
• Lean Design and Construction is a production
management-based approach to project delivery -- a newway to design and build capital facilities.
• Lean Construction extends from the objectives of a lean
production system - maximize value and minimize waste -to specific techniques, and applies them in a new project
delivery process.
Source: www.leanconstruction.org
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Lean Construction elements
• Integrated Project Delivery (IPD) is a registered business
mark by Lean Construction Institute. Primary IPD team
members include the architect, key technical consultants,general contractor and key subcontractors. Using IPD,
project participants can overcome key organizational and
contractual problems. The IPD approach to contractingaligns project objectives with the interests of key
participants.
• Lean Construction’s main tool for making design and
construction processes more predictable is the Last
Planner System ® and it’s derivatives.
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23rd International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Last Planner ®
• The Last Planner ® (sometimes referred to as the Last Planner ® System) is a
production planning system designed to produce predictable work flow and
rapid learning in programming, design, construction and commissioning of
projects.
• The five elements of the Last Planner ® :
• Master Scheduling (setting milestones and strategy; identification of long
lead items);
• Phase "Pull" planning (specify handoffs; identify operational conflicts);
• Make Work Ready Planning (look ahead planning to ensure that work is
made ready for installation; re-planning as necessary);
• Weekly Work Planning (commitments to perform work in a certain manner
and a certain sequence); and• Learning (measuring percent of plan complete (PPC), deep dive into
reasons for failure, developing and implementing lessons learned).
Source: www.leanconstruction.org
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Start of the project
• Company (sub-contractor) has been warned twice by
General Contractor
• REAL CHANCE of loosing the contract (and all
consequences)
• Typical solutions (over-time, more resources, etc.) did notwork
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What is necessary for
successful construction project
• We know what is the final product/result
• Deliverables
• We know what is necessary for the final product/result
• Bill of Materials
• Technology
• Resources
• We have a sound plan
• We execute the plan
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o !e "no! !hat is the final
product#result $
• The answer was
Kind of …
• Let’s spend some time on
really understanding what
should be the result
• Yes, but … it’s risky (!!!)
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o !e "no! !hat is necessary
for the final product#result $• The answer was
Kind of …
• Now we know the final
product, let’s build WBS and
Master Schedule
• We cannot have all the
specifications now
• Do we need to know it now ?• Detailed plan dilemma
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23rd International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Let%s &uild the plan 'P()T*
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P()T visualisation
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Let%s &uild the plan 'CCPM*
• Master Scheduling (setting
milestones and strategy;identification of long lead
items);
• Phase "Pull" planning (specifyhandoffs; identify operational
conflicts);
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+perational !ee"ly planning
• Make Work Ready Planning
(look ahead planning toensure that work is made
ready for installation; re-
planning as necessary);• Weekly Work Planning
(commitments to perform work
in a certain manner and a
certain sequence);
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Progress control
• From LPS – measuring percent of plan complete (PPC),
deep dive into reasons for failure, developing andimplementing lessons learned
• Therefore it is common to think that as long as we are
completing some tasks, we are making the progress.• But how true is that ?
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Wee"ly planning and
progress control
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The pro&lem, delayed Critical
Chain Tas"
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-ocused efforts to increase the
speed '.ai/en*
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Major milestone 0 +N T1M(
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Some reali/ations
• Last Planner concept is very useful in creating project
plan, but be aware of PPC short-falls
• CCPM helps to focus weekly planning on critical tasks and
ensuring full kit
• CCPM helps to focus LEAN improvement efforts• Old habits die hard
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Than" you 2