Lean Construction Leadership_David Trent

8/2/2019 Lean Construction Leadership_David Trent

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Lean Construction Leadership

David Trent

Director - Project Controls


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Words to remember

Albert Schweitzer Example is not the main thing in influencing others, it is the

only thing.

General George S. Patton:

Never tell people how to do things. Tell them what to doand they will surprise you with their ingenuity.

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Traditional Project Leadership

Value Stream Managers-Project Managers

Supervisors Lead Hands

Team Leaders-Lead Hands

Direct Workers

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Lean Leadership

Value Stream Managers-Project Managers

Direct Workers

Team Leaders-Lead Hands

Supervisors- Lead Hands

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The Human Condition

Four things contribute to a project:

Resources (Material, Space, People)

Prerequisites (Work, Material, Design/Specifications)

Directives (Agreements, Decisions, Instructions)

External Conditions (Weather, Geotechnical, Regulatory)

We must consider the Human aspect of the first three

Concerns or Interests

Reliability and Trust

Integral part of the Flow of the project

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Lean Construction

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What is Lean Construction Anyway?

Lean Construction is

customer focused (nay, driven) organisation

Identification and elimination of waste

Standardised processes/work steps

Appropriate measurement, analysis, and action

Reliable, sustainable flow of work

Cultural Change

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Waste

Henry Ford -

The easiest waste, and the hardest to correct is the waste of time,

because wasted time does not litter the floor like wasted material

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Why

Seven Wastes OverproductionWhy put in cable tray for something that

isnt needed for weeks when others are waiting for it in another

work area. This is the worst form of waste and leads to theother six.

Waiting Standing around because you need somethingbefore you can start/continue working on your task.

Conveyance Unnecessary movement of equipment, partsand tools.

Processing Performing unnecessary work.

Inventory Too much or not enough are both wastes.

Motion Unnecessary movement of people

Correction Rework for any reason

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Five Big Ideas

COLLABORATE, REALLYCOLLABORTE.

INCREASE

RELATEDNESS

PROJECTS ASNETWORKS OFCOMMITMENT

OPTIMIZE

THE WHOLE

TIGHTLYCOUPLELEARNINGW/ACTION

Acknowledgements: Sutter Health

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Three Linked Opportunities

Acknowledgements: Greg Howell - LCIWill Lichtig - LCI

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Learning Loops

DesignCriteria

Purposes

ProcessDesign

Design

Concepts

DetailedEngineering

Product

Design

Construction

Fabrication &Logistics

Commissioning

Operations &Maintenance

Modifications

ProjectDefinition

Design Procure Construct Operate &Maintain

Production Control

Work Structuring

Adapted from: Greg Howell - LCI

Will Lichtig - LCI

Continuous Learning

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What are your drivers? What do you measure?

The push for footage How much of your production is show pipe?

How often do you have to revisit a work face to

finish a task?

What is your real percentage of re-work?

On what is your reward system based?

How often do you consider the next craft in the

work sequence and what they require?

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Measurement and Metrics

90% of measuring the value of Lean Construction is in use

today. Earned Quantities/Planned Quantities

Recordable/Lost Time Injury Rates

Quality metrics (weld reject rates and non-conformances)

Rework Etc.

The other 90% is unique to Lean Construction

Last Planner Planned Percent Complete (PPC)

The difference is moving away from Project Control toProduction Control.

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The Last Planner System

Last Planner System

System of commitments

6-12 week look-ahead (from material management through thehands at the workface, plus all interfacing disciplines)

Work face planning (one crews work for one (or two) weekperiod)

Elimination of restraints and going right to work without delay forthe entire week

The focus is on ensuring reliable flow of work from onetask to the next, minimizing the seven wastes.

Accept the fundamental reality of constant change andcontinuously re-planning throughout a project

Improved Safety Performance!

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Case 1

Refiner in Mid-US (first implementation of

Last Planner ) Refinery shutdown

Two shifts of 12 hours each, 7 days per week

Over 1million direct man-hours

All float consumed by engineering/design/material issues 9.5% improvement in labor productivity

Complete schedule recovery

Safety performance best ever for a shutdown at this facility

Acknowledgements: Pete Glynn - LIS

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Case 2

Canadian Hydrocarbon Grassroots Construction

Two nearly identical projects with same Owner and CM

One used Workface Planning (Last Planner) and one did not(until later)

Acknowledgements: COAA

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Background

Workface Planning

(Last Planner)?

Job A (Used) Job B (Did not use)

Engineering Same Same

Sub-ContractorExperience

Less More

Project Size More Less

Labour Availability More Less

Planners 12 1

Contract Reimbursable Lump Sum

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Background

Workface Planning

(Last Planner)?

Job A (Used) Job B (Did not use)

Schedule On time On time

Predictability On S curve Major Deviations

Hours On Budget 3X Budget

Rework Same Same

Progress Reporting Accurate Hit and Miss

Productivity 2X greater Baseline

Scaffolding Same Same

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Results

JOB A Productivity increased for all contractors

Piping productivity doubled Electrical productivity increased by 50% Scaffolding costs greatly reduced

All contractors believed the increased planning resulted inimproved productivity

All contractors believed the Workface Planning was introducedtoo late on the project

Unnecessary scaffolding take downs were virtually eliminated

Recommendations were made to implement Workface Planningon subsequent projects

Job B was converted to a cost reimbursable job and immediatelyimplemented Workface Planning (Last Planner) to recoverschedule.

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Lean Behaviors(5 fundamental concepts)

Perfection Identify theValueStream

SpecifyValue

Pull

Flow

Acknowledgements: M.L. Emiliani1998

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Key Differences Between Lean and Current Forms of Project

Management

Aspect Lean Construction Current Form

Control Make things happen Monitoring results

Performance Maximize value/minimizewaste

Optimizing eachactivity/task

Project Delivery Focus on Discovery andDevelopment

Transactional and DecisionMaking base

Value Continuously re-defined bythe Customer

Defined by Customer atoutset of job

Coordination Pull - reliable/continuousflow of work

Push (schedule driven) -using original plan

Decision making Bottom up Top down

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Going Lean

The Construction Industry Institute surveyed Lean

Construction Practitioners and found that there are five

major principles, on which each team must focus:

Customer Focus

Culture/People

Workplace Organisation/Standardisation

Waste Elimination

Continuous Improvement and Built-In Quality

*The Construction Industry Institute, based at The University of Texas at Austin, is a consortium of more than 100

leading owner, engineering-contractor, and supplier firms from both the public and private arenas.

Acknowledgement - CII

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Create the culture Be the Directional Manager

Standardize Processes

Continuous Improvement Focus

Embrace Uncertainty

Lead Change

LEADERSHIP

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What is YOUR Standard Work?

Daily Meetings (15 minute stand-ups)

Move from focus on results to focus on process

Insist on Continuous Improvement

Visual Controls insist on the right metrics

Ask, dont Tell

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Start with what goes wrong!!!

We learn best from our mistakes

Be quick about root cause analysis, remedy options, andimplementing improvements

Measure value and keep/lose changes tried as appropriate

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Lean Construction Leadership_David Trent

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