15 - Nerius Jasinvicius_23 TOCPA_USA_21-22 March 2016

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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23rd International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com

Nerius Jasinavicius

[email protected]

• #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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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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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

Documents

15 - Nerius Jasinvicius_23 TOCPA_USA_21-22 March 2016