Lean Production Management In Design Future Concrete 2017 16.05.2017 www.jacobs.com worldwide
Lean: Improving Efficiency and Reducing Waste 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 is about working smarter, not harder 2
Lean : Value and Waste X 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 3
Lean Tools and Techniques 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 4
The Problem and the Opportunity Challenge with Design/Construction Waiting 25% Information Prerequisite Work Materials Equipment & Tools Unnecessary Movement 13% Non- Productive Time 58% Productive Time 42% Unnecessary Material Handling 12% Manufacturing Waste = 26% Rework 8% Source: Construction Industry Institute - CII 5
The problem with traditional planning: 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 6
What does that look like? What does poor planning result in? 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 7
So How Do We Improve? 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 Focus on: 1. Client capability, organisation, governance 2. Alliancing, integrated delivery 3. Collaborative working project teams, aka Production Management 8 Available here: https://www.ice.org.uk/disciplines-and-resources/bestpractice/production-management-in-design-and-construction
What is Production Management AKA Collaborative Planning, Production Control, Last Planner, Weekly Work Planning 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 9
Project with Production Management Typical Project What Makes Production Management Different? Typical Project vs. Project with Production Management Typical Project: only very high level target of project completion; lacking structure in-between; high uncertainty and variability; rework and negative iterations (waste). PEP + Collaborative Planning Session Project Complete Project with Production Management: structured process based on the shouldcan-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. 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 10
Production Management Project Management Project vs. Production Management Production management compliments traditional project management Focus on: Project outcomes Customer MASTER SCHEDULE PROJECT CONTROLS PROJECT OUTCOMES Measuring performance against plan P6 Should Focus on: Project outputs COLLABORATIVE PLANNING MAKING READY PRODUCTION CONTROL TEAM BRIEFING PERFORMANCE IMPROVEMENT Tasks Production and getting work done PHASE SCHEDULING LOOKAHEAD PLANNING WEEKLY WORK PLANNING DAILY WORK PLANNING LEARNING Can and will 11
How it Works: Overview The following graphic summarises the Production Management system and illustrates how the system s component pieces fit together. COLLABORATIVE PLANNING MAKING READY PRODUCTION CONTROL TEAM BRIEFING PERFORMANCE IMPROVEMENT PHASE SCHEDULING LOOKAHEAD PLANNING WEEKLY WORK PLANNING DAILY WORK PLANNING LEARNING 12
Collaborative Planning Work together to plan the job. 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. Source: Production Management in Design and Construction, ICG Guideline, 2015 13
Making Ready Identify everything needed to complete the work. MAKING READY LOOKAHEAD PLANNING Also Known As: Stability Criteria, Constraints Analysis, Lookahead 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. 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 14
Production Control Record progress and adjust the plan. 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. Source: Production Management in Design and Construction, ICG Guideline, 2015 15
Team Briefing Brief the people who will do the work and listen to their feedback TEAM BRIEFING DAILY WORK PLANNING 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. Source: Production Management in Design and Construction, ICG Guidleine, 2015 16
Performance Improvement Simple steps that add up to continuous improvement. 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. Source: Production Management in Design and Construction, ICG Guideline, 2015 Process Reason Reason People Reason Reason Issue Environment Management 17
This all sounds great so why don t we do it? 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. It s simple, but it s not easy. 18
How do we overcome those barriers? Distributed Teams Analog Systems Limited Facilitation Capacity 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. 19
BIM360 Plan Quick Overview List Swim Lane Gantt Chart 20
An Example System The Standard Case 21
An Example System The Standard Case 22
An Example System Advanced Application A Good Factory Consists Of A strong/well defined Programme Clearly defined milestones / firm design freezes Effective decision making Organisational clarity Scope clarity Integrated team 23
An Example System Advanced Application The Production Line itself PRODUCTION LINE 24
Production System Design 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 25
Design of the Production System 26
Design of the Production System 27
Design of the Production System TRIAGE SESSION COMPILATION AND FORMATTING, MINIMISING WASTE PROJECT-WIDE TRAINING & BRIEFING PACKS HUDDLES GETTING TO DONE-DONE A COLLABORATIVE PLATFORM TRACKERS CHECK-IN CALLS THE DRUMBEAT 28
The Production System 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) 29
The Production System 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) 30
The Production System 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) 31
The Production System 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) 32
The Production System 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) 33
The Production System Compilation and Formatting Minimising Non-Value Adding Activities FORMATTING Production-style compilation strategies: The compilation of reports can be viewed as its own miniproduction 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) 34
The Benefits of Lean Production Mgmt in Design 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 35
A Future Way to Design Lean Production Management 36
Questions? 37