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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Using the concept of takt time with pull planning in infrastructure works in Brazil

OCTOBER - 22, - 2020

Alexandre Soares, PRODUTTARE CONSULTING

T H E A B C ’ S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

22 N D ANNUAL

© LEAN CONSTRUCTION INSTITUTE

© LEAN CONSTRUCTION INSTITUTE

T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

• Problem Statement• The Case• The Roadmap of Implamentation• Trainning of Leaders• TAKT Pull Planning• Kaizen, SOP and others tools• Results

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SUMMARY

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Problem Statement

3

• Infrastructure construction companies in Brazil have beenlargely affected by the result of operations by the federal justice and federal police called the ”car wash operation”.

• These operations overturned an arrangement between thecompanies, in which the prices of public bids wereoverpriced. Faced with the challenge of competing in a new market, a large construction company in Brazilhired a group of professionals to increase theoperational performance of its Projects.

• This same group had already implemented a management system in a shipyard in the construction of vessels withexcellent results.

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4

• 5 viaducts• 3 passenger stations• 5 miles of rainwater collection

channel• 10 miles of road• The value of the Project was $ 50

million;• Delivery time of 12 months

State of BahiaSalvador City

Best Carnival in the World

The Case: Express bus line for public transport

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

The True North: ROADMAP

5

M1 M2 M3 M4 M5 M6

Project Preparation: gemba, interview,

document analysis

Kick off meeting

Meeting with DirectorsCommittee - MD MD MD MD

Trainnig of Leaders and Operation Team: pills of Lean

Coaching with Leaders

Last Planner System Implementation

Takt PullPlanning: Deep

Foundation

Tack PullPlanning: Water

Channel

Takt PullPlanning: Viaduct

Kaizens + A3 + SOP – DeepFoundation

Kaizens + A3 + SOP – Water

Channel

Digital technology support: BIM + Drone + Power BI

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

The productionsystem house wasdeveloped by thesame team, through visits tothe constructionsites andinterviews with themain managers ofthe company.

6

The True North: Production System House

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7

The True North: Production System House

Strategic dimensions: Quality, Low Cost and Fast Lead Time

Base: PEOPLE (knowledge, skills, attitudes, values

and ethics) & ACCOUNTABILITY

Base: DIGITAL TECHNOLOGY and SUPPLY

CHAIN MANAGEMENT

Base: COMPETITIVE DIMENSIONS (Safety,

Cost, Service, Speed andQuality)

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8

The True North: Production System House

Center: Support pillarsfor each competitive

dimension

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9

The True North: Production System House

VSM

LAST

PLA

NN

ER

SYST

EM

CO

NST

RU

CTI

ON

SI

TE L

AYO

UT

SERVICE

METHODS THAT SUPPORT EACH COMPETITIVE DIMENSION

SPEED

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10

The True North: Production System House

THE HOUSE WAS DEVELOPED FOR THE DIFFERENT TYPES OF WORKS OF THE

COMPANY

ROADS, ENERGY TRANSMISSION TOWERS, INFRASTRUCTURE IN POOR COMMUNITIES

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11

The True North: Production System House and Roadmap

ROADS, ENERGY TRANSMISSION TOWERS, INFRASTRUCTURE IN POOR COMMUNITIES

According to each type of work and its characteristics, the house methods are included in the roadmap.

Some methods are mandatory, such as the last plannersystem

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

The True North: ROADMAP

12

M1 M2 M3 M4 M5 M6

Project Preparation: gemba, interview,

document analysis

Kick off meeting

Trainnig of Leaders and Operation Team: pills of Lean

Meeting with DirectorsCommittee - MD MD MD MD

Coaching with Leaders

Last Planner System Implementation

Takt PullPlanning: Deep

Foundation

Tack PullPlanning: Water

Channel

Takt PullPlanning: Viaduct

Kaizens + A3 + SOP – DeepFoundation

Kaizens + A3 + SOP – Water

Channel

Digital technology support: BIM + Drone + Power BI

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Nº THEME DATE DURATION PUBLIC

1 LEAN BASIC - I 27/abr 5h Managers + Engineers

2 LEAN BASIC - II 18/mai 5h Managers + Engineers

3 LAST PLANNER - I 15/mai 2h Managers + Engineers

4 LAST PLANNER - II - VILLEGO 29/mai 2h Managers + Engineers

5 5S – KAMISHIBAI ROUTE 12/jun 2h Managers + Engineers

6 Workshop – 5S 3/jul 2h Managers + Engineers

7 TQM / A3 / kaizen 17/jul 2h Managers + Engineers

8 Workshop – A3 PROJECT 31/jul 2h Managers + Engineers

9 LEAN CONSTRUCTION –KOSKELA REPORT 92 14/ago 2h Managers + Engineers

10 FINAL WORKSHOP 28/ago 2h Managers + Engineers

Training the Leaders

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14

Training the Leaders

Group Dynamic: continuousflow in the construction of boxes

Presentation ofconcepts

Celebration!!!

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© LEAN CONSTRUCTION INSTITUTE

Takt Pull Planning

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

The True North: ROADMAP

16

M1 M2 M3 M4 M5 M6

Project Preparation: gemba, interview,

document analysis

Trainnig of Leaders and Operation Team: pills of Lean

Kick off meeting

Meeting with DirectorsCommittee ( MD) MD MD MD

Coaching with Leaders

Last Planner System Implementation

Takt PullPlanning: Deep

Foundation

Takt PullPlanning: Water

Channel

Takt PullPlanning: Viaduct

Kaizens + A3 + SOP – DeepFoundation

Kaizens + A3 + SOP – Water

Channel

Digital technology support: BIM + Drone + Power BI

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

17

Pull Planning Strategic

Analysis ofImprovements andStandartzations

1 2 3

▪ Through collaborative workwith the team, Pull Planning must be initiated using the 8 steps of the TAKT principle

▪ The delivery of this stage is a schedule meeting the desireddeadline, with an adjustedpace, balanced teams andless waste

▪ After making the schedule, rounds are held to surveypossible constraints

▪ A managed Action Plan is madeby the team to remove constraints

▪ When the activity starts in thefield, the activities must be timedin order to identify possiblewaste in the operation

▪ The use of the Kaizen philosophy, either through Quick kaizen or A3 methodology is crucial to ensurethe attendance of the plannedTAKT

Management ofConstraints

Pull Planing Strategic + Identification and Management of Constraints + Analysis ofImprovements and Standardization

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18

1 Identification of theconstructive path

2List of tasks

3Definition of quantitative

4

8 Heijunka of team andTasks

7Takt Time Calculation

6 Identification ofminimum teams

5

TAKT =Prazo desejado

Nª de lotes + Nª de equipes -1

4 metros

Tubulão

2.5 3 3 3 2.5 32

3 3 3 3 3

0

5

10

Balanceamento das equipes

1 Forma interna2 Colocação da armação3 Forma externa4 Liberaçao5 Concretagem6 Cura7 Desforma8 Montagem da Camp.9 Buffer de Proteção

10 Escavação

31 2

456

# Atividade Qtd un.Equipe mínima

Coef. Atual

Tempo (equipe minima)

1 Forma interna 10 m² 2 2,121 10,62 Colocação da armação 140 kg 23 Forma externa 15 m² 2 2,121 15,94 Liberaçao - - - - 3,05 Concretagem 2,6 m³ 2 4,840 6,36 Cura - - - - 12,07 Desforma 10 - 2 0,909 4,58 Montagem e desm. da Campânula- - 2 - 3,59 Buffer de Proteção - - - - 3,0

10 Escavação 4 m - 12,0

8 steps of Takt Pull Planning

Division in parts anddefinition of the lot size

Line of Balance (LOB)

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Because the excavation is an apparent bottleneck, the concept of buffer was used toavoid browns in critical activity - Takt time of 3h was defined

19

1 - Frame and Shaft2 - External form3 - Reforcing4 - Concreting5 - Healing6 - Healing7 - Deformation8 - Mounting the Bell9 - Buffer

10 - Excavation 111 - Excavation 212 - Excavation 3

Lot Size

• The average digging depth is around 16 meters• Teams must be balanced according to the 3-hour TAKT team• The number of pipes in the circuit must always be greater than the number of wagons on the train, to avoid waste of

waiting• As the front that suffers the most variation is the excavation, the stock of open fronts to avoid waiting is the distance

between team 12 and team 1

4 meters

T2D.34T2D.33T2D.32T2D.31T2D.30T2D.29T2D.28T2D.27T2D.26

345 12789 61011

T2D.13T2D.15T2D.17T2D.19T2D.21T2D.22T2D.23T2D.24T2D.25

12 345

1

2789 6101112 345

1 2

89 6101112 7

3

45

1 2

789 6101112

3 4

5

1 2

789 6101112

3 4 51 2

789 6101112

3 4 51 2

789

6

101112

3 4 51 2 7

89

6

101112

3 4 51 2 7 8 96

101112

- Bell

345 12

7 8 9

6

12 11 103

45

1 2

789 6101112 345

1 2

789 61110

12

345 12789 6

12 11 10

345 127

8 9

6

10 12 11

345

1

2789 610

12 11

34

5

12

7 8 96 10 12 11

345 12

7 8 96 11 10 123 4 5

12

7 8 96 11 10

12

3

4 5

12

7 8 96 12 11 103 4 5

1

2 7 8 96 10

1112

3 4 51 2 7 8

9

6

101112

345 1278

9

6

11 10 12

- Lot finished

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

The implementation of the production flow causes problems to appear - Actions weregenerated to guarantee the 3-hour TAKT

20

- SOP: Standart Operation Procedure

- Cronoanalisys - Visual Board

- Kaizen

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Chronoanalysis identified the need for improvement in internal and external forms andunion of the activities of movement and assembly of the bell

Reforcing Shape Concreting

DesformationMounting the Bell

2h37 3h04 2h42

3h251h152h20

Message:The assembly activity of the external formwork exceeded the TAKT of 3 hours due to the delay in fixing screwsThe deformation was mainly impacted by the difficulty in unlocking and deforming the shaftThe reduction of waste (handling) in the assembly of the hood allowed the handling and assembly activities to be carriedout in the same 3-hour TAKT.

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

The True North: ROADMAP

22

M1 M2 M3 M4 M5 M6

Project Preparation: gemba, interview,

document analysis

Kick off meeting

Trainnig of Leaders and Operation Team: pills of Lean

Meeting with DirectorsCommittee - MD MD MD MD

Coaching with Leaders

Last Planner System Implementation

Takt PullPlanning: Deep

Foundation

Takt PullPlanning: Water

Channel

Takt PullPlanning: Viaduct

Kaizens + A3 + SOP – DeepFoundation

Kaizens + A3 + SOP – Water

Channel

Digital technology support: BIM + Drone + Power BI

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Blitz Kaizen: shapes

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AFTERBEFORE

184

130

Minutos

CYCLE TIME

84 Bolts

56 Bolts

Blitz Kaizen: shapes

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KAMISHIBAI ROUTE: Put management peoplein Gemba in organized way!

Visual Card

Production, safety, environment andquality people integrated in Gemba

List of questions aboutprocesses – Guide People

Card (RED OU GREEN)

VISUAL FRAMEWORK

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Standart Operation Procedure (SOP) + Workplace Organization(WO)

SOP WO

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Standart Operation Procedure (SOP) – TWI Concepts

Pictures

Workers

Tools Cycle Time

TaskDescriptions

QualityCheck

Key Points

Basic Design

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Workplace Organization - WO

Esta Foto de Autor Desconhecido está licenciado em CC BY-SA

1 - Lifting Equipment

2 – Stairs

5 – Safety Defense

6 – Concrete Tube

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Management Routines

29

RGO

Diary WeeklyMonthlyBiweekly

Daily Huddle PPC Analysis

Safety MeetingKamishibai

Route

6WLA Weekly PlanControl Tower

Participants

Goals

KPI & CostAnalisis

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Results

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

PPC

31

AVERAGE = 80,2 % and SD = 3,9

AVERAGE = 92,2 % and SD = 3,0

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Results: meter per day (average)

32

0

0.5

1

1.5

Orçado Mar Abr/Mai Jun/Jul Ago/Set Out

0.9

0.60.7

0.84 0.85 0.93

m/dayTakt PP55%

Budget

Budget

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Results

33

1.07 1.10 1.15

1.09 1.12 1.22

1.04

0.84 0.90 0.92

0.50

1.00

1.50

REAL COST/BUDGET COST

PULL PLANNING

SAVING $ 1,200 k

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Book: Lean Construction – The Takt Principle

34

§ This literature has specificmethodologies that seek to reducethe lead time of the work;

§ The reduction in lead-time promotes a significant reduction in costs;

§ The use of the TAKT principle is thecornerstone in building a robustproject planning and control system.

Available on amazon.com

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In the spirit of continuous improvement, we would like to remind you to complete this session’s survey in the Congress app! We look forward to receiving your feedback. Highest rated presenters will be recognized.

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Contact Us

36

Eduardo de Oliveira

Produttare Lean Constructioneduardo.oliveira@produttare.com.br

Alexandre Soares

Produttare Consulting and Leancore Engineeringalexandre.soares@produttare.com.br andacsoares@icloud.com

Marcelo Klippel

Produttare Consulting Groupklippel@produttare.com.br

Junico Antunes

Produttare Consulting Groupjunico@produttare.com.br

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Thank you for attending this presentation. Enjoy the rest of the 22nd AnnualLCI Congress!

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