Integrating Lean Construction (PART 2)

1. INTEGRATING LEAN
SUPPLY WITH
WORK PLAN & VE
helpdesk@construction-productivity.co.uk
htt://www.construction-productivity.co.uk

2. LEAN CONSTRUCTION
 Lean construction main objective
is to maximizes value and reduces
waste.
 It applies specific techniques in an
innovative project delivery
approach.
 It including:
1. supply chain management,
2. Just-In-Time techniques.

3. LEAN CONSTRUCTION

4. LEAN CONSTRUCTION
As well as the open sharing of
information between all the parties
involved in the production process.
Lean manufacturing is an
outgrowth of the Toyota Production
system.
Developed by Taichii Ohno in
Toyota in the 1950s.

5. LEAN CONSTRUCTION
Ohno identified several
wastes in mass production
systems in car industry such
as:
1. overproducing
2. waiting time
3. transporting

6. LEAN CONSTRUCTION
also, in other areas such as:
1. processing methods;
2. unnecessary stock on hand;
3. unnecessary motion;
4. defective goods;
5. failure to meet customers’ needs;
6. high waste through out the process.

7. LEAN CONSTRUCTION
Womack and Jones (1996) suggested that
there are five key principles that need to be
monitored when lean construction systems
are applied in construction. Those are:
Value-clarifying the customer’s needs;
the supply chain involvement in all stages,
from inception to completion;
By clarifying activities or products
that signify value.

8. LEAN CONSTRUCTION
Value stream: By mapping the
whole value stream
establishing cooperation between
all parties involved;
identifying and eliminating waste;
From taking such steps the
construction process can be
improved.

9. LEAN CONSTRUCTION

10. WORK PLAN
 Construction Planning is a
fundamental and challenging activity
in the management and execution of
construction projects
It involves:
1. Managerial
2. Technological
3. Social factors.

11. WORK PLAN
 A good construction plan is the basis for
developing the budget and the schedule for
work.
 Developing the construction plan is a critical
task in the management of construction.
 In developing a construction plan, it is
common to adopt a primary emphasis on
either cost control or on schedule control.

12. WORK PLAN

13. WORK PLAN
A database program called
WorkPlan has been developed to
systematically provide weekly work
plans.
WorkPlan adopts the Last Planner
methodology, which implements a
number of lean construction
techniques.

14. WORK PLAN
 A week before the actual work starts
WorkPlan guides the management
team step by step through the process
of producing work packages in order to
identify issues such:
 checking constraint
 resolving constraints
 Sending out work packages
 allocating resources

15. WORK PLAN
Then at the end of the week,
collecting site progress data such
as:
reasons for cost overrun
reason for time overrun
reason for delays
Disruptions
etc

16. WORK PLAN
This well planned and systematic
approach helps the management
team to create quality work plans.
They learn from any failure
a good WorkPlan is a weekly work
plan
based lean construction
production scheduling

17. WORK PLAN
 screening
 work package
 Constraint
 percentage of planned completed
(PPC)
 Scheduling of construction work is often
done with the help of computer tools
 It implement the critical-path method
(CPM)

18. WORK PLAN
 based on activities of given duration
and unit resources allocated to them
 as well as predecessor relationships
between activities
 for different parties involved in a
construction project to communicate
with one another whom should be doing
what work and when.

19. WORK PLAN
The application of lean production
techniques in construction has
been triggered by its success in
manufacturing (Womack and Jones
1996).
Weekly work plans can be
developed as valuable tools for
production planning and control.

20. WORK PLAN
This is possible through the
application of lean construction
techniques.
In the application weekly work
plans are generated using a
database (Choo, Tommelein,
Ballard, and Zabelle -1998).

21. Value Engineering-Constructability
 VALUE ENGINEERING
 Value Engineering (VE) has been defined as:
 the systematic effort directed at analyzing the
functional requirements of:
 systems
 equipment
 facilities
 procedures
 and supplies for the purpose of achieving the
essential function at the lowest total (life-cycle)
cost.

22. Value Engineering-Constructability
 Also, all the efforts are focused on meeting
needed issues such as:
 Performance;
 Reliability;
 quality, maintainability;
 aesthetics,
 Safety;
 fire resistance;
 while, at the same time, achieving lowest life-
cycle cost.

23. Value Engineering-Constructability
 Constructability implementation can
act as a predecessor to value
engineering.
 Providing information through
constructor input and lessons
learned from past projects such
that value engineering may be
more effective.

24. Value Engineering
Implementation of value engineering involves
several steps:
1. Information;
2. functional analysis;
3. creative mind;
4. Evaluation;
5. planning & proposal;
6. Implementation;
7. follow-up.

25. Value Engineering
The creative step involves a
brainstorming session where life-
cycle cost alternatives, for design
components are considered.
Value engineering may be performed
in two ways:
(1) Proactively
(2) Reactively

26. Value Engineering(Value Analysis)
What Is Value Engineering?
 Value Engineering (V.E.), also known as Value Analysis,
 is a systematic and function-based approach to
improving the value of products, projects, or processes.
 VE involves a group of people following a structured
process.
 The process helps team members communicate better
across boundaries.
 understand different perspectives,
 innovate, and analyze.

27. Value Engineering
What does Value Engineering do?
 Value Engineering improves value.
 On a major road development, improvements
to value might include:
 reducing the life cycle cost of an interchange,
enhancing safety in a design;
 or reducing impacts to the public by
shortening the duration of a construction
project.

28. Value Engineering
 Value Engineering uses a combination of
creative and analytical techniques to identify
alternative ways to achieve objectives.
 The use of Function Analysis differentiates
Value Engineering from other problem solving
approaches.
 VE focuses on delivering the product or service
at the best price.
 This is achieved by incorporating those value
characteristics deemed most important by the
customer.

29. Value Engineering
How does V.E. work?
 V.E. follows a structured thought process
to evaluate options.
 Every V.E. session goes through a
number of steps:
 Gather information -What is being done
now?
 Measure Performance -How will the
alternatives be measured?

30. Value Engineering
 Analyse Functions -What must be done?
What does it Cost?
 Generate Ideas (Brainstorming) -What else
will do the job?
 Evaluate and Rank Ideas -Which Ideas are
the best?
 Develop and Expand Ideas -What are the
impacts? What is the cost? What is the
performance?
 Present Ideas Sell Alternatives

31. This is not helpdesk figure (different source)

32. Value Engineering

33. There are four important steps most be taken in
modified VE job plan. They are as follow:

34. Value Engineering

35. INTEGRATING LEAN SUPPLY WITH WORK
PLAN & VE