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1 Root Causes LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM.

LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

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Page 1: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

1

Root Causes

LEAN: Defining ‘WHY’,

designing ‘WHAT’ and

planning ‘HOW’ for BIM.

Page 2: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

PC

SG L

imit

ed 2

01

8, C

om

mer

cial

in C

on

fid

ence

Colin MannConsulting Director

PCSG Limited

Introduction

Maria ChiozziJunior Consultant

PCSG Limited

Page 3: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

3

“Instead of asking, “WHAT should we do to compete?” the

questions must be asked, “WHY did we start doing WHAT

we’re doing in the first place, and WHAT can we do to

bring our cause to life considering all the technologies and

market opportunities available today?”Simon Sinek

Page 4: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

4

HOW WHYWHAT

Page 5: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

5

LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM.

HOWWHATWHY

Page 6: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

6

Symptoms

Root Causes

Capabilities & Use Cases

• What do we want to be able to do

that we can’t do today?

WHY

BIM Target Operating Model

• Process

• Skills & Capacity

• Technology

• Info. Requirements

• Incentives

WHAT

Business Case

• Scope & Objectives

• Cost:Benefit

Affordability &

deliverability

HOW

Implementation Plan

• Governance

• Resources

• Activities

Page 7: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

7

Symptoms

Root Causes

WHY

WHATLEAN

Identify symptoms

and root causes

considering:

LEAN

Value Stream

Analysis identifies

capabilities, use

cases and process

design

Capabilities & Use Cases

• What do we want to be able

to do that we can’t do today?

BIM Target Operating Model

• Process

• Skills & Capacity

• Technology

• Info. Requirements

• Incentives

Page 8: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

8

OVER PRODUCTION WAITING TRANSPORTATION OVER PROCESSING

UNNECESSARY INVENTORY MOTION UNUSED TALENT DEFECTS

8W

A

S

T

E

S

Page 9: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

9

8W

A

S

T

E

S

BIM

Page 10: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

10

Extended periods of time are required to search and retrieve data and information across variuos systems

WAITING

WAITING FOR

INFORMATION TO BE

PROVIDED/TRANSMITTED

Page 11: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

11

OVER PROCESSING

DUPLICATATION, RE-KEYING, MANUAL

PROCESSING - AND THE PROCES OF

REQUESTING INFORMATION

Page 12: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

12

UNNECESSARY INVENTORY

UNNECSSARY, UNUSED AND/OR

OBSOLETE RECORDS, SYSTEMS AND

DATABASES

Page 13: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

13

TRANSPORTATION

INEFFICINEY IN EXCHANGES OF

INFORMATION BETWEEN PARTIES

Page 14: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

14

Pre-Tender Existing Conditions Package

Spat

ial

Man

agem

ent

Reg

ion

al

Surv

eyin

gEx

tern

al D

esig

n

Con

sult

ant

Surv

eyin

g C

ontr

acto

r

Start: New package

requirement

Interrogate GIS & As-Con archive

Compile overall package

Receive, federate and

analyseEnd

Instruct Region for locally-held

data

Search for available survey

data

Gap in requirement?

Yes

Undertake survey

Compile regional package

Yes

No

Gap in requirement?

Process Gap & instruct Region

Re-engage surveyor

No

NO

YES

YES

NO

Page 15: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

15

Pre-Tender Existing Conditions Package

Spat

ial

Man

agem

ent

Reg

ion

al

Surv

eyin

gEx

tern

al D

esig

n

Con

sult

ant

Surv

eyin

g C

ontr

acto

r

Start: New package

requirement

Interrogate GIS & As-Con archive

Compile overall package

Receive, federate and

analyseEnd

Instruct Region for locally-held

data

Search for available survey

data

Gap in requirement?

Yes

Undertake survey

Compile regional package

Yes

No

Gap in requirement?

Process Gap & instruct Region

Re-engage surveyor

No

NO

YES

YES

NO

Non Value-Added but NECESSARY

Non Value-Added = WASTE

Value-Added

Page 16: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

16

Root Causes

Symptoms

Page 17: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

17

TARGET STATE

Page 18: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

18

YES

NO

Non Value-Added but NECESSARY

Non Value-Added = WASTE

Value-Added

Page 19: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

19

Capabilities & Use Cases

• What do we want to be able

to do that we can’t do today?

BIM Target Operating Model

• Process

• Skills & Capacity

• Technology

• Info. Requirements

• Incentives

AS A SURVEYING MANAGER:I want to be able to grant limited external access to a CDE;

In order to allow direct interrogation, requirements analysis

and surveying inputs by third parties.

Page 20: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

20In conclusion...

LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM.

HOWWHATWHY

HOWWHATWHY

Collaborative

Contracting

BIM Lean

Page 21: LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW ... · LEAN: Defining ‘WHY’, designing ‘WHAT’ and planning ‘HOW’ for BIM. 2 e Colin Mann ... LEAN Value

21

Colin MannConsulting Director

PCSG Limited

[email protected]