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Adopting Lean Principles in Facilities Design and Management
Professor Low Sui PhengDSc, PhD, MSc(Eng), BSc(Hons), DipBldg, FCIOB
Department of BuildingSchool of Design and EnvironmentNational University of Singapore
Third Malaysia-Europe Facilities Management Conference 2017
Embracing FM Lifecycle Innovations in Circular Economy
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Contents
1. Facilities Management & Lean Principles
2. Elimination of Wastes
3. The Toyota Way Model
4. Lean Principles, Strategies, Tools & Benefits
5. Case study of Ramp-up Light Factories
6. Implementation in Healthcare Facilities
7. Productivity, Innovation & Automation
8. Key Takeaway
3(BCA Academy, Singapore)
4(BCA Academy, Singapore)
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Adopting Lean Principles In
Facilities Design & Management
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BCA Construction Productivity Gallery
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BCA Centre for Lean And Virtual Construction
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What causes wastes?
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The Toyota Way Model
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The Toyota Way Model
(Liker, 2003)
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Spoke Delivery System Rim Delivery System
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Benefits of applyingLean Principles
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Case study: Ramp-up Light Factories
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Ramp-up Light Factories
21Wide driveway of 3-vehicle width
Ramp-up Light Factories
22Mezzanine floor within factory unit for offices
Ramp-up Light Factories
23Wide frontage area to accommodate use of industrial forklift
Ramp-up Light Factories
24Private parking spaces in front of factory unit
Ramp-up Light Factories
25Factory unit designed with open plan concept with evenly distributed lighting
Ramp-up Light Factories
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Post-construction orAsset Management
stage
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Lean Production Principles (LPP) Application in Design of Ramp-up Factories
(Low, Gao and Tiong, 2014)
28(Low, Gao and Tiong, 2014)
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Building Lean into Design-follows-Function
Lean Management in Healthcare
1. Is also about being able to do more: such as improving customer service or patient care with existing resources.
2. The healthcare provider must conceptualize clinical procedures as processes that create value for the user: patients, colleagues, other healthcare providers.
3. Core principles:
Patient Perspective: anything that helps with patient treatment should be considered as value-adding.Demand: to create value, the services should be provided in line with demand – no waiting, no queuing.Flow: ensure patient flow from one stage of treatment to another without delay.Value stream: ensure patient journey adds value for the patient through a seamless link between all stages.Continuous improvement: clear and standardized processes create basis for kaizen.
Lean management principles should be incorporated into the design process for new facilities at the earliest possible stage.
(Langdon & Seah, 2012)
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The 3P (Production Preparation Process) Workshop
1. Involves inputs from the Project Team, Client Team and End Users from different backgrounds and disciplines
2. Includes doctors, nurses, managers, FM professionals, and other staff members to ensure all users provide inputs into the design to create optimum patient flow.
3. Discussions can take place in small subgroups: in-patients, out-patients, support services, etc. covering the 7 key flows:
• Patients• Staff• Equipment• Information• Supplies• Quality standards• Facilities
(Langdon & Seah, 2012)
Building Lean into Design-follows-Function
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For large complex facilities, spread over 3 days to cover:
1. Business case for the project is fully understood by everyone.
2. Create process and flow of the patient journey.
3. Identify core services required for each of the 7 key flows.
4. Consider alternative and innovative ways to provide the services.
5. Evaluate the options, and shortlist the best ideas.
6. Test ideas to ensure feasibility and affordability.
7. Create forward plan to execute the ideas tested.
Building Lean into Design-follows-Function
(Langdon & Seah, 2012)
(Straits Times, 2014)
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Just threeturns will getyou whereyou need togo
(Straits Times, 2014)
33(Straits Times, 2014)
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Lean Design Process
Stage 3:Main Flows
1-week
Building Lean into Design-follows-Function
(Langdon & Seah, 2012)
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Building Lean into Design-follows-Function: Automation
(Committee for the Future Economy, 2017)
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Building Lean into Design-follows-Function: Automation
(Committee for the Future Economy, 2017)
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Building Lean into Design-follows-Function: Automation
(Committee for the Future Economy, 2017)
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Singapore General Hospital’s automated drug delivery system and RFID tagging Tan Tock Seng Hospital uses robotics
to shorten pharmacy waiting times
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Singapore General Hospital’s automated drug delivery system and RFID tagging:
How it works.
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Robotics usedin Lab testing
Robotics porter used inChangi General Hospital
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Automated trolley tracking system at Changi International Airport
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Adopting Lean Principles in Facilities Design
& Management
Key Takeaway
Post-construction orAsset Management
stage
44Source: McKinsey Global Institute, Reinventing Construction: A route to higher productivity, Feb 2017.
