lean construction industry(1)
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What is Lean Construction?
Professor Lauri Koskela
University of Salford
Lauri Koskela 2009 Lauri Koskela 2008
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What is lean production?
Wh has it been so difficult to decode?
What is lean construction?
ow s eren Issues of im lementation
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What is lean production?
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Car manufacturing in North America
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Guardian 14.11.2008
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Why does the Toyota Production System
TPS erform better than conventionalmethods of production in car manufacturing?
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Toyota production system(Fujimoto 1999)
1. Routinized manufacturing capability
static & routine
2. Routinized learning capability
d namic & routine
3. Evolutionary learning capability
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Routinized manufacturing capability
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Overproduction
Correction
Material movementFlow of
materials
Inventory
Waiting
Motion
Human
action
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The conventional big idea of
production
In ut OutputProduction
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Decomposition
Productionprocess
Production
process Products
Materials,
labor,
machines
Subprocess Subprocess
Powerful assumption: decomposed subprocesses are mutually independent!
Thus, the whole production effort can be integrated in an additive manner:
by minimizing the costs of each department, function, section, and work station
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.
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,
to buffering for creating (relative)
inde endence between workstations ie.material piles which ensure that each work
and seem always busy
to big batches or minimizing the set-up
time
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Source:
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Schonberger (1996)
World Class manufacturing:The Next Decade.
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Inventor turn rate is connected to
efficiency!
Note: Commitment measuresinventory in days, an inverse
concept in comparison to
Radio, tv and
nven ory urn.
(Holmstrm: Realizing
the productivity
equipmentpo en a o spee ,
1995)
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Source:
Schonberger (1996)
World Class manufacturin :
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The Next Decade.
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US Manufacturing performance 1950 - 2000
The more intensively the T idea is implemented,
the more decline in performance!
Figure from: Schonberger. 1996. World Class Manufacturing: The Next Decade.
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is a heroic idealization that
,such as excessive work-in-progress,
w c y ecreas ng v s y an rapfeedback,
tends to reduce performance further
e u v u e.
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Production happens in a timeline
material, there are good stages
,waiting, inspection)
Let us eliminate the bad stages (also
even better
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Moving Waiting Proces-
sing A
Inspec-
tionMoving Waiting Proces-
sing B
Inspec-tion
Scrap
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In manufacturing, the F idea
translated into... Just-in-Time (JIT)
Reduction of transfer throu h roduction cellsand appropriate layout
Reduction of waiting through small lots and
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ow v ewow v ew ,
transformation and other phenomena:
, ,
First principle: Elimination of non-
Further principles: Time compression,
var a y re uc on, e c.
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as etime
time
Waste
Processing Processing ProcessingProcessing
time
time time timetime
Time
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leads to enforced improvement and
innovation in Production system design
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Routinized learning capability
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ew ar em ng : may e e p u o
think of the three steps in the mass production
sense, specification, production, and inspectioncorrespond respectively to making a hypothesis,
y u ex e e , e ehypothesis. These three steps constitute ad namic scientific rocess of ac uirinknowledge.
Spear and Bowen (1999): whenever Toyotadefines a specification, it is establishing sets ofhypotheses that can be tested. Thus, the
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Interlocking set of methods and tools
Scientific ex erimentation
Standardization
representation of the standards in the
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Recent examples
A3
Monozukuri
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A3 (An A3 size standard paper) is used to visually explain problem solving
processes, typically for kaizen events.
s ou ow as a s ory, exp a n ng e s eps o pro em so v ng.
It also keeps the visual record of past problem solving efforts.
Heading
Plan Do
Check Act
Footnotes
Adapted fromLean Manufacturing Advisor, September 2005: Volume 7, Number 4
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Lauri Koskela 2009Source: https://reader012.{domain}/reader012/html5/0817/5b76f695b9f45/5b76f6a958473.png
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monozu ur means av ng e sp r o pro uceexcellent products and the ability to constantly
(JETRO)
Monozukuri is a term used since the late 1990s
to identify the cultural heritage that Japanesemanufacturers have developed since the. ,
Similar to martial arts such as karate and
bu utsu monozukuri re uires continuouspractice, effort, improvement and patience tomaster a skill or create a new skill to outperform
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. ,
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Hitachi
Executive Officers [Effective January 1, 2007] [(b) Promotion/ (c) Change ofPosition]
Shoyama
Kazuo
Furukawa
President,
General Manager of Supervisory Office for MONOZUKURI
Michiharu
Nakamura
Executive Vice President and Executive Officer, in charge of
Research & Development, Business Incubation, Hitachi Group Chief
Innovation Officer and Hitachi Group Chief Technology Officer
Takashi Executive Vice President and Executive Officer, General Manager ofHatchoji Compliance Division, in charge of Corporate Planning &
Development, Legal & Corporate Communications, Management
Audit, Procurement
Lauri Koskela 2009 Lauri Koskela 2008
Takashi
Miyoshi
Executive Vice President and Executive Officer, Chief Hitachi Group
Headquarters, in charge of Business Development and Finance
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. , ,
thanks to a more valid concept of production
2. Built-in continuous im rovement3. Constantly evolving
- -,
innovation Increasingly applied in Western manufacturing, but
un ers an ng an mp emen a on n e es agbehind in comparison to Japan
lean manufacturing in the West for 15 20 years
Focus on the transformation of mass manufacturing
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What is lean construction?
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The many uses of decomposition in
construction Work Breakdown Structure
Gantt chart: the total duration is decomposedwith regard to individual work packages and
tasks
Decision rule: If each task keeps its start and enddate, the whole project is completed in schedule
Budget: The total cost is decomposed with
re ard to individual work acka es and tasks Decision rule: If each task is kept within its budgeted
cost, the whole project is completed in budget
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Applicability of lean production to
construction?
Can the TPS be a lied in construction? Two views
methods and practices from car
Egan report in the UK)
car manufacturing, and requires areinterpretation of the theory (IGLC)
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.
Lean manufacturing Lean construction
?
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Task of three weeks in the construction...
Predicted, average output
t
Outp
Week 1 Week 2 Week 3Time
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What happens in construction reality!
Problems occurring
during the taskProblems related
to starting the task
Problems related
to completing the
task
Output
TimeWeek 1 Week 2 Week 3
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Critical path network: A task is started after the completion
-
(In site practice: A task should be started when
Preceding
task
Task
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Last Planner: A task is started when all prerequisites
a an
Preceding
task
TaskOther
inputs
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recon ons or a
Construction design
Components and materials
Workers
Equipment
S ace
Task
Connecting works
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Assembly tasks
Consider a task with one week duration,
w seven prerequ s es npu ows
Let us assume that the reliabilit of each
input flow is 95 % during one week
any input flow during the week, when
starting and carrying out the task, is
0 957 = 0 70.
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- Congestion, out-of-sequence work,
multi le sto s and starts inabilit to dodetailed planning in advance, obstruction
,
without the most suitable equipment for
preparation), interruptions due to lack of
materials, tools or instruction, overtime,
oversizin of the crew.
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- a ng- o as a was e re ers o a s ua on w ere
a task is started without all its standard inputs, or
availability of at least one standard input has.
The term input refers not only to materials, but to, ,
personnel, external conditions, instructions etc.
- ,i.e. the waiting time for a part is negative
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In construction the impacts of T
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In construction, the impacts of T
are partly different cqu r ng es gn y owes cos ea s o eros on o ees
and corner-cutting in design work
, ,management, instead of production management
Procurement of components by competitive bidding robstime from prefabrication
These phenomena lead to the increase of unreliability of, -
working without all standard inputs at hand, in an
improvised manner Making-do is the major waste to address in construction!
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Features of Last Planner:
Look ahead Checking task
planning
Making
improvement
Conversation and
commitment
completion &
Finding causesplanning
t
Outp
Week 1 Week 2 Week 3Time
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Graa y Montero Perus biggest contractorBudgeted and realized margin in the first 9 projects where LP in use
45%
25%
u gete arg n n tota : , ,
Realized Margin in total: $ 9,200,000
5%
15
1
-15%
-5%
Project
Project
Project
Project
Project
Project
Project
Project
Project
Bid Margin Actual Margin
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A contractor in Finland re orts on usin Last Planner:
Antti Husso: Last Planner not only facilitatesone's own work, but especially improves the productivity on site.
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Ends
Elimination of makin -do Lead time reduction (inventories, buffering)
eans
Last Planner system of production control
Practices and methods in lean production,
when a licable
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or one-o -a- n pro uc on an
construction, we need theory-baseddevelopment of lean manufacturingconcepts do not cover all that is needed
(although we increasingly find thatmanufacturing concepts are applicable inconstruction)
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Issues of implementation
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ven a cons ruc on canno e c ange overn g ,
where should change start?
from owners if only the owner Most often: upstream
decisions and stages of construction, contractual and
from supply chain reorganisation Rather/also the focus should be on: o erational desi n,
prefabrication and site production processes where theend product is created
ean pr nc p es can e use everyw ere, even n a po nwise way but the results are increasingly better, thebi er the area of a lication
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Where should change start in a
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Where should change start in a
company? rom e op, rom e manag ng
director who should be a teacher andmentor on lean for his subordinates
Likers Princi le 9 in The To ota Wa
Grow leaders who thoroughly understand thework live the hiloso h and teach it toothers.
,Hitachi (Japan)
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Thank You!
Comments?
Lauri Koskela 2009 Lauri Koskela 2008