presentacion eglc 2013 valencia_spain
DESCRIPTION
TRANSCRIPT
A WASTE-BASED MANAGEMENT APPROACH FOR QUANTIFYING AND
REMOVING WASTE IN CONSTRUCTION16 EUROPEAN GROUP FOR LEAN CONSTRUCTION
MEETINGValencia, Spain
Lecturer: Juan Felipe Pons [email protected]
2
DEFINITION
• The approach of a waste-based management means that we will focus on bringing to surface the waste, trying not to hide the waste and doing it visible since the beginning of the Project Delivery. In order to achieve this goal we need to base our decisions in a methodology which allows us to see and be aware at anytime of the amount of waste we generate in any process of the Project Delivery, for everyone to be aware of waste in order to take actions immediately.
www.juanfelipepons.com
3
Activities of workers
Pure WasteUnnecessary work (10-40%)
Work
Work that adds value
Non-value-adding-activitiesNo added value but must be done under current conditions.
THE CIRCLE OF UNPRODUCTIVENESS
4
ConstructionDirectCost
ConstructionIndirect
Cost
Contingencies
Profit
Construction Target Cost
Waste D.C.
Net D.C.
Waste I.C.
Net I.C.
Contingencies
Profit
CONSTRUCTIONPHASE
www.juanfelipepons.com
5
WASTE-BASED MANAGEMENT
WHAT
• To find out the root causes of Waste
• To make visible the Waste
WHY
• To transform activities which don’t add value into profit
WHERE
• In the Genba• The
construction site
WHO
• Contractors• Sub-
contractors• Site
managers• Construction
Site Staff (operators / workers)
• Engineers and Architects
• Suppliers
HOW
• Identifying Waste
• Quantifying Waste
• Controlling Waste
• Removing Waste
• Avoiding Waste
www.juanfelipepons.com
6
Gen
Ba
Kan
Ri
Reality
Space
Administer
Natural Law
The place where reality exists or
shows up
To administer by following the law of
nature
Genba
Kanri
The Genba in ManufacturingThe Plant
The Genba in ConstructionThe construction site
www.juanfelipepons.com
7
GENBA-ORIENTED THINKING IN CONSTRUCTION
Gen
ba
The real sceneThe construction siteTo practice pragmatic problem-solvingExperimental laboratory
Gen
buts
u The real thingMaterials, Processes, Machinery, People.Seeing for ourselves the nature of the problem, so that we can take action.
Gen
jitsu The real fact
To find out the root causes of problemsTo make them visible5 WhyDaily KaizenPDCAStandardization
www.juanfelipepons.com
8
The 5 How we need to answer to define our methodology for removing waste
• How to Identify?
• How to Quantify?
• How to Control?
• How to Remove?
• How to Avoid?
www.juanfelipepons.com
9
IDENTIFYING WASTE
Defining and classifying waste (Overproduction, Substitution, Waiting Time, Transporting, Over processing, Inventory, Motions, Quality Defects, Making-do, Talent)
Drawing the value stream map of processes Standardizing processes Practicing Gemba Walks Visual management
REMARKING THE IDEA OF LEARNING TO SEE
Brainstorming Sessions Teaching and training construction site staff (not only managers) Understanding the Toyota’s Commitment Learning
www.juanfelipepons.com
10
Adapting the Toyota’s workers learning rules to construction
How do you do this work?
How do you know you are doing this work correctly?
How do you know that the outcome is free of defects?
What do you do if you have a problem?
Adapted from Steven Spear & H. Kent Bowen “Decoding the DNA of the TPS” and Mike Rother “Toyota Kata”
11
QUANTIFYING WASTE Measurable tangible parameters
Waste of Material
Waste of Inventory
Waste Labour
Waste of Equipment
Waste of Defects
www.juanfelipepons.com
12
QUANTIFYING WASTE
www.juanfelipepons.com
13
Concept Description
WDC Refers to the sum of the total cost of each waste during the construction phase. There could also be tasks without waste and tasks with several wastes.
Wmaterial Refers to the waste of material (scrap) of each of the materials, in every process, during the construction phase. It includes material from over-production, making-do, breakages, losses of material, robberies, obsolescence, changes in the project once the material has already been purchased, changes of the customer, etc.
Winventory Refers to excess of inventory. It includes Financial cost and management of inventory (renting storage, vigilance personnel, handling, internal transport, etc.)
Wlabour Refers to excess of labor and idle time due to lack of material, lack of information or lack of work place available for a gang.
Wequipment Refers to excess of transport, equipment breakdowns, underutilization of equipment, lost tools, etc.
Wquality defects It mainly refers to rework due to final or intermediate product which does not fit the quality specifications.
Adapted from Ramaswamy and Kalidindi (2009)
14
CONTROLLING WASTE
• Formoso et al. (1999) pointed out the lack of perception from managers of variability in production and productivity rates, the lack of integration of waste control with the planning and control process, and the need for not only verifying but also monitoring the efficiency of construction processes
www.juanfelipepons.com
15
CONTROLLING WASTE
Visual Management
•VM as a concept, not as a tool•VM helps to make problems and information visible and improve transparency
Monitoring (Indicators)
•Waste Classification (%)•Waste Control Table•Waste Direct cost (%)•Control Graphic to monitor waste
www.juanfelipepons.com
16
TOOLS FOR REMOVING WASTE
Last Planner System BIM 5S
Poka-Yoke Andon Lights
Kanban System
Flow LineQuality Circles /
Autonomous work groups
Organizing Layout
Heijunka Box TPM IT
www.juanfelipepons.com
17
DNA of the Toyota Production System
All work shall be highly specified as to content, sequence,
timing, and outcome.
Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-not way to send requests
and receive responses.
The pathway for every product must
be simple and direct.
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the
organization.
Adapted from Steven Spear & H. Kent Bowen “Decoding the DNA of the TPS” and Mike Rother “Toyota Kata”
18
CONCLUSIONS
• Waste is embedded in Construction, and people are not aware of its impact in the results. Preliminary studies (varying from 10 to 40%).
• In any case, in the global competitiveness today, we cannot afford such rates. And we need to raise awareness in the construction sector about what waste means and how much it costs to organizations and companies.
www.juanfelipepons.com
19
CONCLUSIONS
• We’d like to highlight the advantages of a waste-based management approach in order to make visible the waste meanwhile it’s happening, so that it’s easier to quantify and remove.
• A second contribution is to present a methodology and a set of tools and steps in order to reduce, quantify and control waste.
www.juanfelipepons.com
20
CONCLUSIONS
• To validate this methodology and achieve reliable data is needed true collaboration from contractors and subcontractors, and transparency between them to detect waste.
• Further studies are necessary to know the true rate of waste in all construction stages; and other issue to consider is the amount of Waste Overhead Cost or Indirect Cost.
www.juanfelipepons.com
• If we look around we’ll see still a lot of Taylorism and Fordism Companies in Construction. For many businessmen a good management means executives on one side, and workers on the other; on one side men who think, and on the other side, men who can only work.
• Over recent years, Construction Business has become terrible complex. For construction companies, survival is very uncertain in an environment increasingly filled with risk, the unexpected, competition and lack of funding.
21Sentences adapted from Kiyoshi Suzaki to nowadays construction
• Staff working on the construction site are not only producers of value to society, but also to customers.
• If we understand that our work in construction sector adds value to society and at the same time we realize that we are affected by the changes we perform, then we’ll be able to define the way towards a better future.
• Process control can be achieved by means of making people before making products.
Picture by Juan Felipe Pons AchellSausalito, San Francisco BayTitle: The man who practice Kaizen with stones 22
Sentences adapted from Kiyoshi Suzaki to nowadays construction