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www.jacobs.com | worldwide
Lean Production Management In DesignFuture Concrete 2017
16.05.2017
Lean is about working smarter, not harder
Lean: Improving Efficiency and Reducing Waste
2
Its foundation relies on the lean approach of “getting
value to flow at the pull of the customer and then
seeking perfection.”
• On Efficiency:
– At the end of the day, the only way to drive the
cost down, is to drive down the time it takes to
accomplish things.
Lean : Value and Waste
3
Value can only ever be determined by the customer.
Anything that adds cost but not value is waste.
8 Fundamental Wastes• Rework (wrong)
• Unnecessary production (more than needed)
• Unnecessary processing (over engineered)
• Inventory (too much stock)
• Waiting (unutilised capacity)
• Unnecessary motion (people and material)
Misuse of skills (over qualification)
• Goods and services that fail to meet user needs
Work waiting on people and people waiting on work…
X
Lean Tools and Techniques
4
• Collaborative Planning / Interactive Planning
• Production Management
• Visual Management
• Production System Design
• Value Stream Mapping
• Problem Solving – 5 Why’s Analysis
• Target Value Design
• Integrated Project Delivery
The Problem and the OpportunityChallenge with Design/Construction
5
Productive Time42%
Non-Productive
Time58%
Unnecessary
Movement
13%
Unnecessary
Material Handling
12%
Rework
8%
Waiting
25%
• Information
• Prerequisite Work
• Materials
• Equipment & Tools
Source: Construction Industry Institute - CIIManufacturing Waste = 26%
The problem with traditional planning:
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I. All plans are forecasts, and all forecasts are wrong.
II. The longer the forecast, the more wrong it is.
III. The more detailed the forecast, the more wrong it is.
IV. Plan in greater detail as you get closer to doing the work.
Glenn Ballard, Lean Construction Institute
Inventor of the Last Planner® System
Everyone has a plan till they get punched
in the mouth!
MIKE TYSON
as quoted by G.E. CEO Jeffery R. Immelt
“”
What does that look like?What does poor planning result in?
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• We fall behind schedule
• We try to make up lost time through:– Overtime
– Shift work
– Throwing people at it
– ‘Expediting’
• This results in:– Accidents
– Poor quality
– Claims
– Low productivity
– Reputational damage
- Reluctance to accept at “handover”
- Stress
- Over budget
- WASTE
So How Do We Improve?
8
Infrastructure Client Group
“….is a forum for driving client-led initiatives. It enables major infrastructure
clients to share experience and develop guidance and best practice materials
in order to improve delivery of UK infrastructure”
Available here: https://www.ice.org.uk/disciplines-and-resources/best-
practice/production-management-in-design-and-construction
Focus on:
1. Client capability, organisation,
governance
2. Alliancing, integrated delivery
3. Collaborative working project
teams, aka
Production Management
What is Production ManagementAKA ‘Collaborative Planning’, ‘Production Control’, ‘Last Planner’, ‘Weekly Work Planning’
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Big idea: • Plan in greater detail (increasing granularity) as you get closer to the
work
• Manage making sure that what has been assigned can actually be
done by looking ahead and removing constraints/making ready
• Make the plan collaborative and visual, with “real time” and consistent
feedback loops
• Check in consistently (weekly or daily): this is the “drum beat” that
helps set the project pace and move things forward
What Makes Production Management Different?
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Typ
ical
Pro
jec
tP
roje
ct
wit
h P
rod
ucti
on
Ma
na
ge
me
nt
Typical Project: only very
high level target of project
completion; lacking structure
in-between; high uncertainty
and variability; rework and
negative iterations (waste).
Project with Production
Management: structured
process based on the should-
can-will-did approach and the
plan-do-check-act cycle
striving towards continuous
improvement; intermediate
targets and milestones
serving as stage gates /
decision points; lower
uncertainty and variability;
minimisation of waste.
PEP +
Collaborative
Planning
Session
Project
Complete
Typical Project vs. Project with Production Management
MASTER
• High level concept of how work will progress
• Key milestones
PHASE
• Phases between the milestones
• Mini-milestones
LOOK-AHEAD
• 6-week look-ahead
• Mobilization time and resource balancing
• Fighting chance to remove obstacles
• Define backlog work (buffer)
WEEKLY WORK PLAN
• Vetted work goes into the work plan
• Work status/progress -PPC
• Breakdowns and countermeasures
Collaborative Planning Making Ready Production Control
Project vs. Production Management
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Pro
jec
t M
an
ag
em
en
t
Focus on:
▪ Project
outcomes
▪ Customer
▪ Measuring
performance
against plan
▪ “Should”
Pro
du
cti
on
M
an
ag
em
en
t
Focus on:
▪ Project
outputs
▪ Tasks
▪ “Production”
and getting
work done
▪ “Can and will”
MAKING
READY
LOOKAHEAD
PLANNING
PROJECT
CONTROLS
MASTER
SCHEDULE
PROJECT
OUTCOMES
Production management compliments traditional project management
PRODUCTION
CONTROL
WEEKLY WORK
PLANNING
TEAM
BRIEFING
DAILY WORK
PLANNING
PERFORMANCE
IMPROVEMENT
LEARNING
P6
COLLABORATIVE
PLANNING
PHASE
SCHEDULING
How it Works: Overview
12
The following graphic summarises the Production Management system
and illustrates how the system’s component pieces fit together.
MAKING
READY
LOOKAHEAD
PLANNING
PRODUCTION
CONTROL
WEEKLY WORK
PLANNING
TEAM
BRIEFING
DAILY WORK
PLANNING
PERFORMANCE
IMPROVEMENT
LEARNING
COLLABORATIVE
PLANNING
PHASE
SCHEDULING
Collaborative Planning
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“Work together to plan the job.”
Source: ‘Production Management in Design and Construction’, ICG Guideline, 2015
COLLABORATIVE
PLANNING
PHASE
SCHEDULING
Also Known As: Collaborative Mapping, Process Analysis,
Interactive Mapping, Brown Paper Planning.
Key Features:
• The people responsible for doing the work plan the work
• The process is collaborative – everybody in a room
working together to develop the plan
• It is done with simple tools – brown paper and coloured
sticky notes.
Benefits:
• Interfaces between tasks and suppliers are made explicit
• Creates understanding, ownership and commitment to
deliver the plan
• Greater opportunities for innovation.
Making Ready
14
“Identify everything needed to complete the work.”
• The goal of Make Ready look-ahead
planning is to remove issues/
constraints/roadblocks before they
impact work.
• The question is:
CAN this work be done?
• Ask this far enough in advance to
actively remove the roadblock.Source: ‘Production Management in Design and Construction’, ICG Guideline, 2015
MAKING
READY
LOOKAHEAD
PLANNING
Also Known As: Stability Criteria, Constraints Analysis, Look-
ahead Meeting, Plan for Stage Meeting, Stability Review
Meeting.
Key Features:
• The planning is focussed on the near future (4-6) weeks
• The process identifies constraints to completing the tasks in
the plan
• The plan is visible and all parties commit to it.
Benefits:
• All constraints to complete tasks are identified
• Tasks are not released to production until all constraints have
been removed
• Everybody commits to the plan.
Production Control
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“Record progress and adjust the plan.”
Source: ‘Production Management in Design and Construction’, ICG Guideline, 2015
PRODUCTION
CONTROL
WEEKLY WORK
PLANNING
Also Known As: Last Planner, Weekly Work Planning, Stand
Up Meetings, Short Interval Planning, Production Management.
Key Features:
• The process begins with an assessment of what has been
completed in the last shift
• It then addresses the plan for the next shift, checking that
everything is in place for the task to be completed and
adjusting the plan
• Reasons for non-completion are recorded and input to
performance improvement.
Benefits:
• Work is planned and integrated at gang level
• Plans are reset daily on actual conditions and performance
• All interfaces identified and discussed
• Issues causing low productivity can be addressed on a daily
basis.
Also Known As: Pre-Shift meeting, Crew Briefing, Shift Briefing,
Toolbox Briefing, Standup Meeting, Daily Task and Safety
Meeting
Key Features:
• The plan for the next shift is communicated to the people who
will do the work
• Final check to ensure everybody understands the plan and
that the work can be done safely and efficiently
• Feedback from the workforce to inform future planning and
performance improvement.
Benefits:
• Engages the expertise of everybody involved in the task
• Everybody knows what they have to do
• Enables ‘if not safe – don’t do it’
• Learning from the workforce’s experiences.
Team Briefing
16
“Brief the people who will do the work and
listen to their feedback”
Source: ‘Production Management in Design and Construction’, ICG Guidleine, 2015
TEAM
BRIEFING
DAILY WORK
PLANNING
Performance Improvement
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“Simple steps that add up to continuous improvement.”
Process People
Environment Management
Issue
Reason
Reason
Reason
Reason
Source: ‘Production Management in Design and Construction’, ICG Guideline, 2015
PERFORMANCE
IMPROVEMENT
LEARNING
Also Known As: Continuous Improvement, Lessons Learned.
Key Features:
• A regular meeting to assess the work that has been done and
address performance issues
• KPIs and analysis of current performance issues displayed on
boards for all to see
• Active problem solving and engagement of the workforce drive
performance improvement.
Benefits:
• Improvement activity is based on data derived from Step 3
• Everybody involved in improving performance
• Creates culture of continuous improvement.
It’s simple, but it’s not easy.
This all sounds great – so why don’t we do it?
18
• Growing in acceptance within the Construction industry,
and more recently, within design as well.
• The goal of Production Management is a smooth,
even calm, system. It does not suit (or accommodate)
firefighters, heroes, or reactionists.
• Unique barriers to full Production Management implementation in design:
– teams distributed across the country (world),
– a reluctance to engage in ‘analog’ systems, and
– smaller budgets which don’t allow for full time facilitators on a project by
project basis.
How do we overcome those barriers?
19
The experience Jacobs has had in overcoming these barriers has resulted in the
adoption and embedment of the BIM360 Plan software amongst a programme of
projects within our Highways sector and more recently, in other sectors as well.
Distributed Teams ‘Analog’ Systems Limited Facilitation Capacity
BIM360 Plan – Quick Overview
20
List
Swim Lane
Gantt Chart
An Example System – The Standard Case
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An Example System – The Standard Case
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• A strong/well defined Programme
• Clearly defined milestones / firm design freezes
• Effective decision making
• Organisational clarity
• Scope clarity
• Integrated team
A Good Factory Consists Of…
23
An Example System – Advanced Application
PRODUCTION LINE
24
The Production Line itself…
An Example System – Advanced Application
Production System Design
25
• The idea is to
collaboratively design
and implement a
production system /
production line (based
on a standard process)
around defined key
milestones to ensure
they are met.
• This system will then be
managed through
production
management
techniques and the
application of Lean
features and tools
Design of the Production System
26
Design of the Production System
27
A COLLABORATIVE
PLATFORM
TRACKERS
CHECK-IN CALLS
‘THE DRUMBEAT’
HUDDLES –
GETTING TO
DONE-DONE
PROJECT-WIDE
TRAINING &
BRIEFING PACKS
COMPILATION AND
FORMATTING,
MINIMISING WASTE
Design of the Production System
28
TRIAGE SESSION
Triage Sessions
Solving the matching problem and releasing work to the doers…
Triage sessions: When the work
information is received by the
leadership and the core team, it is
always essential to distribute
work to individuals and teams as
efficiently as possible in order to
minimise this non-value adding
but necessary task. Triage
sessions fit this purpose of quick
and integrated work distribution.
(THE MATCHING PROBLEM)
The Production System
29
Balancing the Load
Smoothing flow and removing bottlenecks
Flow & Line of Balance: This approach minimises ‘work waiting for people’ and ‘people waiting for
work’. This can be done through a structured and disciplined system that controls the production rate
of each team in the ‘production line’ through balancing the workload, controlling ‘product’ batches, and
adjusting resources. By doing so we can both control and smoothen the flow of work, as well as limit
the amount of time people and ‘products’ spend being idle throughout the process. (minimise
INVENTORY / WAITING & HEIJUNKA)
The Production System
30
Moving responses through the workflow
Flowing Down the Production Line
Smart tagging system: The products (reports, etc.) that flow within the production line in the designed
platform need to be easily identified and tracked. A smart tagging system both at the platform level (file
names) and at the report level (header/footers) fits that purpose. The tagging system at the platform
level also saves time downstream when individual reports need to be compiled. (KANBAN)
The Production System
31
Trackers
Visualising progress through the production line
Smart and visual trackers and dashboards: These enable clarity and transparency of the process
as well as quick identification and tracking of any product throughout the system. They are essential in
assisting team leads to review workload on a daily basis and assess whether it is manageable and if
team resources need upscaling accordingly. Additionally they help the production management team
control the programme and enforce deadlines. (JIDOKA AND ANDON)
The Production System
32
Check-in Calls and Production Control
Keeping the drumbeat going…
Production style check-in calls: These daily calls replace the norm of “chasing” and bring a culture of
reliability and ensure that the “drumbeat” is kept during the heat of the most intense periods. (TAKT)
The Production System
33
Compilation and Formatting
Minimising Non-Value Adding Activities…
FORMATTING
Production-style compilation strategies: The compilation of reports can be viewed as its own mini-
production system, the goal of which is to minimise the time at the end and maximise the time that
designers have to actually design. (minimise NON-VALUE ADDING BUT NECESSARY)
The Production System
34
The Benefits of Lean Production Mgmt in Design
35
• Delivers reliably against difficult deadlines
• Builds collaborative culture and strengthens integrated team
• Enables Right-First-Time thinking and minimises re-work
• Increases opportunities for innovation
• Enhances clarity and transparency among the team
• Utilises wisdom and knowledge/lessons learned from extended team
• Mitigates unhealthy levels of pressure and stress, despite potentially
staggering workloads.
• Induces flow and sets “the drumbeat”, increasing delivery reliability
• Builds a culture of continuous improvement
A Future Way to Design
36
Lean
Production
Management
Questions?
37
