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Lean construction

Lean construction. Paulina Wawryca, Paweł Bilski, Piotr Mazur. Lean Construction. is a production management-based approach to project delivery - a new way to design and build capital facilities. Lean production management has caused a revolution in manufacturing design, supply and assembly.

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Lean construction

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  1. Lean construction Paulina Wawryca, Paweł Bilski, Piotr Mazur

  2. Lean Construction • is a production management-based approach to project delivery - a new way to design and build capital facilities. Lean production management has caused a revolution in manufacturing design, supply and assembly.

  3. Lean Construction • Applied to construction, Lean changes the way work is done throughout the delivery process. Lean Construction extends from the objectives of a lean production system - maximize value and minimize waste - to specific techniques and applies them in a new project delivery process.

  4. As a result: • The facility and its delivery process are designed together to better reveal and support customer purposes. Positive iteration within the process is supported and negative iteration reduced. • Work is structured throughout the process to maximize value and to reduce waste at the project delivery level.

  5. Efforts to manage and improve performance are aimed at improving total project performance because it is more important than reducing the cost or increasing the speed of any activity. • "Control" is redefined from "monitoring results" to "making things happen." The performance of the planning and control systems are measured and improved.

  6. Usage • The reliable release of work between specialists in design, supply and assembly assures value is delivered to the customer and waste is reduced. Lean Construction is particularly useful on complex, uncertain and quick projects. It challenges the belief that there must always be a trade between time, cost, and quality.

  7. Applying lean thinking to construction The lean principles can only be applied fully and effectively in construction by focusing on improving the whole process. This means all parties have to be committed, involved, and work to overcome obstacles that may arise from traditional contractual arrangements.

  8. Design • Use of visualisation techniques such as Virtual Reality and 3D CAD to fully define the product requirements from the customer’s perspective. • „Value Management to achieve more understanding and focus on client value. • „Use of integrated design and build arrangements (including partnering) to encourage close cooperation between designers, constructors and specialist suppliers. • „Design for Standardisation and Pre-assembly - both of components and processes to achieve higher quality and cost and time savings.

  9. Procurement • „Supply chain management and rationalisation of the supply chain to integrate all parties who contribute to the overall customer value into a seamless integrated process. • „Transparency of costs - the elimination of waste in both processes and activities requires a clear and complete understanding of costs to ensure decisions on customer value can be taken. • Confidentiality of cost and cash flows must be addressed. • „The concept of partnering, all involved parties contributing to a common goal with the boundaries between companies becoming less critical.

  10. Production Planning • Benchmarking to establish ‘best in class’ production methods and outputs. • „Establishment of a stable project programme, with clear identification of critical path. • „Risk management - to manage risks throughout the project.

  11. Logistics • Just-in-time delivery of materials to the point of use eliminates the need for on-site storage and double-handling.

  12. Construction • Clear communication of project plans. • Training, teamwork, multi-skilling. • Daily progress reporting and improvement meetings. • A well motivated, well trained, flexible and fully engaged workforce.

  13. Classical Lean Tools: • 6S- workplace design + safety (sort, stabilize, shine, standardize, sustain, safety) • Kanban- pull vs push • Kaizen- continuous improvement • Value Stream Mapping- document and streamline flow • Mistake Proofing- focus on rework elimination and improved quality • Visual Control- enhanced communication through visual media

  14. Traditional Workflow Material in bulk quantities and tooling delivered to point of use when available Imbalance of what you need when you need it Inefficient Construction WORK WAIT WORK WAIT WORK

  15. LEAN Workflow Material and tooling delivered to point of use as required and in sufficient quantities Pulling proper quantities as required creates material flow Suppliers in close communication with job site Lean Construction WORK WORK WORK -Pull as opposed to Push -Modified Kanban

  16. References • www.leanconstruction.org • www.constructingexcellence.org.uk

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