DOCSLIB.ORG

Application of Lean Methodology to Improve Sustainability in the Construction and Demolition Waste Industry the Ambisider Case Study Mariana Ribeiro

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Application of Lean Methodology to Improve Sustainability in the Construction and Demolition Waste Industry the Ambisider Case Study Mariana Ribeiro Application of lean methodology to improve sustainability in the construction and demolition waste industry The Ambisider case study Mariana Ribeiro MSc Civil Engineering CERIS, CESUR, Instituto Superior Técnico, Universidade de Lisboa Marta Gomes Amílcar Arantes 22 June 2016 1 Application of lean methodology to improve sustainability in the construction and demolition waste industry The Ambisider case study Index . Framework: Research goals . Literature review: Lean and six sigma, lean and green . Case Study: Application of lean tools . Conclusion 2 M1 Lean and Framework Lean Tools Conclusion Green CDW is any debris generated during the construction, renovation and demolition of buildings and civil infrastructures, and their maintenance. CDW Production EU: 500 Mton/year (Coelho & Brito, 2010) 25‐30% Waste Generated Portugal: 7,5 Mton/year (Mália, 2010) 20% CDW Recycling rate EU: 47% Portugal: 5‐10% Denmark, Holland and Belgium: > 70% 3 Slide 3 M1 Marta; 18/06/2016 Lean and Framework Lean Tools Conclusion Green Problems: • High production of waste (CDW) • Reduced recycling rate Needs: Optimization and efficient use of resources General waste • Prevention and reduction of waste production management regime • Efficient use of natural resources DL n 73/2011 Achieve sustainability in the Construction Industry Incorporation of recycled aggregates in construction is highly relevant to achieve sustainability and reduce the negative impact of climate changes 4 Lean and Framework Lean Tools Conclusion Green Problems: • High production of waste (CDW) • Reduced recycling rate Needs: Optimization and efficient use of resources • Prevention and reduction of waste production • Efficient use of natural resources Achieve sustainability in the Construction Industry Portugal 2020 Program 70% CDW recovery in 2020 Improve CDW recycling processes by adopting the lean management philosophy 5 Lean and Framework Lean Tools Conclusion Green Origin 1950 Toyota production system: Lean Production – Lean thinking Lean Purpose: Eliminate waste ‐ Generate flow ‐ Create value ‐ Reduce costs ‐ Improve quality – Increase competitiveness Lean principles Six Sigma (DMAIC) 1.Identify value Define Lean Six 2.Map the value stream Measure Sigma 3. Create flow Analyze (LSS) 4. Establish pull Improve 5. Seek perfect Control Salah et al. 2010 6 Lean and Framework Lean Tools Conclusion Green Lean and Green ‐ Lean studies are based mainly in the Automotive industry; ‐ Lean applications are expanding: Lean Construction and Lean Service; ‐ No studies were found related to Lean practices applied to the CDW treatment process; ‐ Some authors emphasize there is a positive relationship between Lean practices and environmental performance (Green). Green goals Lean Principles Achieve sustainability 7 Lean and Case Study Framework Conclusion Green Lean Tools Objective: Present a proposal for improving the production process of recycled concrete aggregates of Ambisider by applying the DMAIC method based on LSS management philosophy. 8 Lean and Case Study Framework Conclusion Green Lean Tools CDW treatment process of Ambisider Concrete (EWL 17 01 01) and mixtures (EWL 17 01 07) EWL: European Waste List CRU: Concrete Recycling Unit TRSA: Temporary Residues Storage Area 9 TBA: Tagus Bay Area Lean and Case Study Framework Conclusion Green Lean Tools Ambisider main facility layout Ambisider data (2013) • Waste valorization rate ‐ 97% • Recycling rate ‐ 91% 81% inert material 20% of the business volume Extra activity: commercialization of recycled aggregates of concrete and mixtures Not competitive Shortcomings in the recycled aggregates productive process 10 Lean and Case Study Framework Conclusion Green Lean Tools Methodology 1. Preliminary stage (action “go and see”) 2. DMAIC method 11 Lean and Case Study Framework Conclusion Green Lean Tools 1) Define: Define the problem and project goals Tools: SIPOC; VOC; VOE; CTQ Tree and Project Charter SIPOC 12 Lean and Case Study Framework Conclusion Green Lean Tools 1) Define: Define the problem and project goals VOC (Voice of Costumer) and VOE (Voice of Employee) Critical to Quality Tree VOC VOE 13 Lean and Case Study Framework Conclusion Green Lean Tools 2) Measure: measure process performance and establish metrics Tools: 1. Spaghetti diagram – Understand materials flow 2. Value Stream Mapping (VSM) – Understand materials and information flow 3. Define Key performance indicators (KPI) 14 Lean and Case Study Framework Conclusion Green Lean Tools Current state VSM Hour/ton Lead time = 22days 528 0.0250 0.0055 0.0027 Value added time 0.0125 0.0250 0.0200 0.0170 = 4,47 min 15 Lean and Case Study Framework Conclusion Green Lean Tools 2) Measure: measure process performance and establish metrics Problems Key Performance Indicators (KPI) 1. Waiting time of CDW to be recycled • Lead time (days/ton) 2. Reduced quality of aggregates; • Value added time (%) • CDW Stock (ton) 3. Crusher breakdowns • Production capacity (ton/hour) 4. Occasional realization of sieving • CDW quality (according to LNEC parameters) 16 Lean and Case Study Framework Conclusion Green Lean Tools 3) Analyze: identify potential root causes for the problems 1. Brainstorming ‐ High CDW waiting time for recycling operations 1. No control of CDW recycling operations by the contractor/project owner after the residues leave the 4. Frequent equipment demolition site. breakdowns. 2. Manual sorting and 5. Limited number of primary smashing at Waiting time customers for the recycled Ambisider aggregates. 3. Reduced number of 6. No deadline for completing specialized operators to handle the recycling process. the crusher. 17 Lean and Case Study Framework Conclusion Green Lean Tools 3) Analyze: identify potential root causes for the problems 2. Cause and effect diagram to analyze crusher breakdowns Mão de Material Máquina obra Elevado nº de Ausência de Uso horas de Ausência de conhecimentos inadequado funcionamento ferramentas para a Ausência de e peças Avarias manutenção padronização corretiva do Plano de Intempéri Contenção de britador manutenção es despesas ineficaz Método Meio Medidas ambiente 18 Lean and Case Study Framework Conclusion Green Lean Tools 3) Analyze: identify potential root causes for the problems 3. Five whys (5W) technique for the occasional realization of sieving operations Problem: Occasional realization of sieving From the standpoint of Ambisider sieving operations mean more human resources 1W available, unnecessary time and cost, adding no value to the company or the main costumer. From the main costumers point of view From the potential costumers point of view (demolition/deconstruction costumers) (recycled aggregates costumers) 2W (...) 2W (...) According to the Portuguese law it is 3W (...) only required the reduction of the waste dimensions. Thus, only sorting, primary 4W (...) 3W reduction and crushing procedures are There are defects in the selective demolition mandatory while the grain size 5W differentiation is not. and in the recycling process. 19 Lean and Case Study Framework Conclusion Green Lean Tools 3) Analyze: identify potential root causes for the problems 4. Cause and effect diagram to analyze reduced quality of recycled aggregates Diagrama Causa‐Efeito 20 Lean and Case Study Framework Conclusion Green Lean Tools 4) Improve: Eliminate wastes and seek for Lean principles Cultural changes: integrated vision of the production process + Quality ‐Waiting time ‐Breakdowns Inclusion of sieving More effectiveness during all CDW treatment steps; Laboratory tests – partnerships with Universities Follow LNEC specifications; Improvements Identify value (recycled aggregates costumers perspective); Standardize work; Continuous training events; Regular intern 5S audit (sort, straighten, shine, standardize and sustain) 21 Lean and Case Study Framework Conclusion Green Lean Tools Future State VSM Lead time = 1,7days 40 0.0125 0.0055 0.0027 Value added time 0.0063 22 H/ton 0.0125 0.0200 0.0170 = 3,35 min Lean and Case Study Framework Conclusion Green Lean Tools 5) Control: Sustain the gains 5S Audit Area Audited Sort Straighten Shine 0‐4 Scores Standardize Sustain 5S category Rating Criteria 23 Lean and Case Study Framework Conclusion Green Lean Tools 5) Control: Sustain the gains Checklists for crusher maintenance Daily maintenance Standard* Checklist Weekly maintenance Standard* * Manual Crusher 24 Lean and Case Study Framework Conclusion Green Lean Tools 5) Control: Sustain the gains Visual Control – Informative Board 25 Lean and Case Study Framework Conclusion Green Lean Tools Conclusion Main suggestions for improvement Main expected results • Company cultural changes; Pull System • Standardize work; Create production flow • 5S; Increase production capacity • Training events; Lead time reduction (92%) • Universities partnerships. Better recycled aggregates quality Increase of company’s competitiveness Positive impact in green goals 26 Lean and Case Study Framework Conclusion Green Lean Tools Shortcomings Difficulties analyzing the production process Lack of data regarding the CDW treatment process Contributions DMAIC method enabled to understand the problems, find their root causes and design suitable improvements Expansion of Lean applications (construction and demolition industry) Future developments Deeper understanding of the process Implementation of proposed improvements 27 Thank you Mariana Ribeiro [email protected] Where there is no Standard there can be no Kaizen ‐ Taiichi Ohno 28.
Load more

Recommended publications
  • Process Improvement Glossary
    Process Improvement Glossary 5 Whys Asking why repeatedly to discover the root cause of a problem. 5S A system for organizing the workplace to reduce waste and make problems visible. The 5S's: sort (keep only what is essential), set in order (a place for everything and everything in its place), shine (clean and tidy), standardize (systems and procedures to maintain first 3 S's), and sustain. A3 A standard, one-page description of the problem, hypothesis, and the improvement to be tested. It combines analysis of data and intuition, to present a compelling story in support of strategy deployment. The succinct format supports effective communication and use of data to problem-solve. The name comes from the "A3" size of paper (11"x17") that is used. Andon Japanese term for "lantern". Historically, a light system would alert someone of a quality or process problem in the production line. Today, a light may be triggered automatically, or an employee can manually alert the team and leadership of a problem. The intent is to alert the entire team, including leadership, that there is a problem so the team can respond and fix the problem before the workflow is stopped, if at all possible. ("The Machine That Changed the World" points out that there are hundreds of andon calls a day in a Toyota plant, but the line never stops. That is because workers respond to the Andons promptly, and usually are able to correct the problem within the tact time.) Bottleneck A step of a process that limits the capacity of a larger process or system.
    [Show full text]
  • Lean Infographic
    LEAN MANUFACTURING DEVELOPMENT TIMELINE Global competition Inception The rise of global competition begins with American domination of the internation auto market. Toyota Motor Corporation is Early developments in lean manufacturing center around automation, standardization of work and developetd in Japan, largely in response to low domestic sales developments in manufacturing theory. of Japanese automobiles. Lean manufacturing begins Henry Ford KIICHIRO TOYODA Alfred P. Sloan Ford GM 1913 first turns on his assembly 1921 visits U.S. textile 1923 becomes president of 1925 begins assembly in 1927 begins assembly in Japan, at with advancements in line, signaling a new era in factories to observe General Motors, institutes Japan, under their their subsidiary company, automation and year manufacturing year methods year organizational changes year subsidiary company, year GM-Japan interchangeability, dating back as far as the 1700s. 1924: Jidoka Coninuous flow Sakichi Toyoda perfects his automatic production leads to 15 million Kiichiro Toyoda loom and coins the term”Jidoka,” units of the Ford Model T over 15 owned a textile company, and actively meaning “machine with a human touch,” In the late 1920s and years sought ways to improve the manufacturing referring to the automatic loom’s ability to process 1930s, American detect errors and prevent defects. automaking dominates the global market, including the Japanese market. Ford and GM “A Bomber an Hour” expand operations Ford-run, government-funded Willow Run Bomber plant mass produces the
    [Show full text]
  • Application of Lean Methodology to Improve Processes in the Construction and Demolition Waste Industry
    Application of lean methodology to improve processes in the construction and demolition waste industry The Ambisider Case Study Mariana Marques Ribeiro Master in Civil Engineering Instituto Superior Técnico, Universidade de Lisboa, Portugal email: [email protected] Abstract – The construction industry is one of the largest consumers of natural resources and one of the main generators of construction and demolition waste (CDW). Thus, the incorporation of recycled aggregates in construction is fundamental in achieving sustainability, but this is only feasible if these are competitive in relation to new materials. Thus, lean management plays an important role in reaching efficiency of production processes within the CDW industry. This management paradigm, developed in the automotive industry, is currently one of the most used methodologies in improving production processes. This dissertation focuses on Ambisider, a Portuguese company of the construction sector that manages the CDW generated by the demolition worKs, it performs with the objective of increasing efficiency of the production process of recycled aggregates. The fundamental aim is to propose the implementation of improvement actions based on lean management following the DMAIC cycle (Define - Measure - Analyze - Improve - Control) methodology, an organized and sequential method for solving problems using various tools and methodologies from the six sigma management philosophy. The study of Ambisider recycling operations led to identify lean wastes, understand their root causes, and propose improvement strategies and respective forms of maintenance. The proposed improvements were designed in the future value stream mapping (VSM) showing improvements in production capacity, reduction of lead time and consequently improving the quality of aggregates, reducing production costs and increasing the organization level and competiveness of Ambisider.
    [Show full text]
  • Mcgraw Hill Construction
    SmartMarket Report Lean Construction Leveraging Collaboration and Advanced Practices to Increase Project Efficiency Premier Partner: ■ Design and Construction Intelligence SmartMarket Report McGraw Hill Construction Lean Construction: Leveraging Collaboration and Advanced President Practices to Increase Project Keith Fox EfficiencySmartMarket Report About McGraw Hill Vice President, Product Development Executive Editor Kathryn E. Cassino Harvey M. Bernstein, F.ASCE, LEED AP Construction McGraw Hill Construction’s data, Editorial Advisor and Contributor McGraw Hill Construction analytics, and media businesses— Research & Analytics/ Stephen A. Jones Industry Insights & Alliances Dodge, Sweets, Architectural Record, Editorial Director GreenSource, and Engineering Vice President, Industry Michele A. Russo, LEED AP News-Record— create opportunities Insights & Alliances Harvey M. Bernstein, F.ASCE, LEED AP Managing Editor for owners, architects, engineers, Donna Laquidara-Carr, LEED AP contractors, building product Senior Director, Research & Analytics manufacturers, and distributors to Burleigh Morton Senior Director, Head of Marketing strengthen their market position, size Director, Green Content & William Taylor their markets, prioritize prospects, Research Communications and target and build relationships Michele A. Russo, LEED AP Manager, Content Operations Juan Ramos that will win more business. McGraw Hill Construction serves more than Reproduction or dissemination Art Directors one million customers through its of any information contained
    [Show full text]
  • White Paper Entitled 'A Review of Kaizen'
    MultiSpectra Consultants White Paper A Review of Kaizen Dr. Amartya Kumar Bhattacharya BCE (Hons.) ( Jadavpur ), MTech ( Civil ) ( IIT Kharagpur ), PhD ( Civil ) ( IIT Kharagpur ), Cert.MTERM ( AIT Bangkok ), CEng(I), FIE, FACCE(I), FISH, FIWRS, FIPHE, FIAH, FAE, MIGS, MIGS – Kolkata Chapter, MIGS – Chennai Chapter, MISTE, MAHI, MISCA, MIAHS, MISTAM, MNSFMFP, MIIBE, MICI, MIEES, MCITP, MISRS, MISRMTT, MAGGS, MCSI, MIAENG, MMBSI, MBMSM Chairman and Managing Director, MultiSpectra Consultants, 23, Biplabi Ambika Chakraborty Sarani, Kolkata – 700029, West Bengal, INDIA. E-mail: [email protected] Website: https://multispectraconsultants.com Kaizen is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Kaizen ( 改 善 ) is the Sino- Japanese word for "improvement". Kaizen also applies to processes, such as purchasing and logistics, that cross organisational boundaries into the supply chain. By improving standardised programmes and processes, kaizen aims to eliminate waste (lean manufacturing). Kaizen was first practised in Japanese businesses after World War II, influenced in part by American business and quality-management teachers, and most notably as part of The Toyota Way. It has since spread throughout the world and has been applied to environments outside business and productivity. The Japanese word kaizen means "change for better", without inherent meaning of either "continuous" or "philosophy" in Japanese dictionaries and in everyday use. The word refers to any improvement, one-time or continuous, large or small, in the same sense as the English word "improvement". However, given the common practice in Japan of labelling industrial or business improvement techniques with the word "kaizen", particularly the practices spearheaded by Toyota, the word "kaizen" in English is typically applied to measures for implementing continuous improvement, especially those with a "Japanese philosophy".
    [Show full text]
  • Moving-On — Beyond Lean Thinking
    Moving-on — beyond lean thinking Lauri Koskela1 Abstract Lean Thinking is currently often positioned as the underlying theory of lean production among practitioners and academics, although its originators, Womack and Jones, seem not to have presented it as a theory. This paper endeavours to analyze whether Lean Thinking can be viewed as a theory of lean production. For this purpose, a critical assessment of Lean Thinking is carried out. Lean Thinking is argued to lack an adequate conceptualization of production, which has led to imprecise concepts, such as the term “value”. The five principles of Lean Thinking do not systematically cover value generation, and they do not always encapsulate the core topics in their respective areas. The failure to trace the origin of lean concepts and principles reduces the opportunity to justify and explain them. Despite claims for generality, the application area of the five lean principles is limited to the transformation of mass production, with, for instance, one-of-a-kind production and construction being largely out of scope. It is concluded that it is opportune to move on beyond Lean Thinking, towards a generic theory of production, for acquiring a solid foundation for designing, operating and improving production systems. Keywords: Lean thinking, theory, production Introduction “Lean production is ‘lean’ because it uses less of everything compared with mass production: half the human effort in the factory, half the manufacturing space, half the investments in tools, half the engineering hours to develop a new product in half the time.” This characterization of lean production, as presented in the book The machine that changed the world by Womack, Jones and Roos (1990), captured the attention of production practitioners and researchers worldwide.
    [Show full text]
  • Five Whys Analysis
    Five Whys Analysis Source: http://www.gnrtr.com/Generator.html?pi=141&cp=3 In solving an inventive problem, it is very important to understand the casual relation of phenomena taking place in a system... In solving an inventive problem, it is very important to understand the casual relation of phenomena taking place in a system. Constructing such chains is a very interesting process which sometimes yields completely unexpected results. The following story is popular in the engineering environment. Auxiliary engines of one of the first American spaceships had 5 ft in diameter although, according to the designers' calculations, their optimal diameter should have been a little larger. # 1. Why were the engines made with 5 ft diameter ? The limitation was caused by that the engines were delivered to the assembly site by railway which went through several tunnels. The distance between the rails was standard – 4 ft and 8.5 and the tunnel diameter was not much larger. #2. Why the standard distance between rails was 4 ft and 8.5? How did that figure arise? The American railway was designed after the English pattern. In England, in turn, the distance between rails was selected by analogy with the tram track which was just 4 ft and 8.5. But why? The thing is that first trams in England were produced at the same factory as horse- drawn vehicles. The distance between the wheels of such a vehicle was 4 ft and 8.5. # 3. Why ? Horse-drawn vehicles were made so that their wheels matched old ruts on roads and the distance between the ruts was 4 ft and 8.5 all over England.
    [Show full text]
  • Mistakeproofing the Design of Construction Processes Using Inventive Problem Solving (TRIZ)
    www.cpwr.com • www.elcosh.org Mistakeproofing The Design of Construction Processes Using Inventive Problem Solving (TRIZ) Iris D. Tommelein Sevilay Demirkesen University of California, Berkeley February 2018 8484 Georgia Avenue Suite 1000 Silver Spring, MD 20910 phone: 301.578.8500 fax: 301.578.8572 ©2018, CPWR-The Center for Construction Research and Training. All rights reserved. CPWR is the research and training arm of NABTU. Production of this document was supported by cooperative agreement OH 009762 from the National Institute for Occupational Safety and Health (NIOSH). The contents are solely the responsibility of the authors and do not necessarily represent the official views of NIOSH. MISTAKEPROOFING THE DESIGN OF CONSTRUCTION PROCESSES USING INVENTIVE PROBLEM SOLVING (TRIZ) Iris D. Tommelein and Sevilay Demirkesen University of California, Berkeley February 2018 CPWR Small Study Final Report 8484 Georgia Avenue, Suite 1000 Silver Spring, MD 20910 www. cpwr.com • www.elcosh.org TEL: 301.578.8500 © 2018, CPWR – The Center for Construction Research and Training. CPWR, the research and training arm of the Building and Construction Trades Department, AFL-CIO, is uniquely situated to serve construction workers, contractors, practitioners, and the scientific community. This report was prepared by the authors noted. Funding for this research study was made possible by a cooperative agreement (U60 OH009762, CFDA #93.262) with the National Institute for Occupational Safety and Health (NIOSH). The contents are solely the responsibility of the authors and do not necessarily represent the official views of NIOSH or CPWR. i ABOUT THE PROJECT PRODUCTION SYSTEMS LABORATORY (P2SL) AT UC BERKELEY The Project Production Systems Laboratory (P2SL) at UC Berkeley is a research institute dedicated to developing and deploying knowledge and tools for project management.
    [Show full text]
  • Top Four Problem-Solving Techniques in a High Performance Team
    4360 Corporate Road Charleston, SC 29405-7445 843.744.7110 www.LCE.com Top Four Problem-Solving Techniques in a High Performance Team By R. Keith Mobley While most people associate Lean with tools and principles such as value stream mapping, one-piece flow, Kanban, 5S, Total Productive Maintenance, and Kaizen events, few people think about the more mundane aspects of Lean. Problem solving is one of the keys to a successful Lean implementation because it empowers all those involved. Lean manufacturing has a unique way of solving problems. It does not just look at the effect of the problem and try to cover it with a Band-Aid. Rather the root cause of the problem is identified and the root cause, as well as all contributing factors, is eliminated from the system, process or infrastructure in order to permanently solve the problems. What is the difference in these two approaches? Simple, when you find and rectify the root causes the problem will be solved forever. Even other problems occurring due to these root causes will be eliminated in this effort. It is very clear now that we must find out the root causes of the problems before we think about rectifying them in Lean manufacturing environments. So how should we do this? What are the tools available to perform these tasks? Let's look at what problem solving is about. We'll begin by asking the question: "What is a problem?" A good definition of a problem is a variation from a recognized standard. In other words, you need to know how things should be before you can recognize a possible cause for them not being that way.
    [Show full text]
  • A Simulation of Lean Construction Principles
    Pollesch, P., Rovinsky, A., Alvarado III, R., and Alves, T.C.L. (2017). “House of Cards – a Simulation of Lean Construction Principles” In: LC3 2017 Volume II – Proceedings of the 25th Annual Conference of the International Group for Lean Construction (IGLC), Walsh, K., Sacks, R., Brilakis, I. (eds.), Heraklion, Greece, pp. 373–380. DOI: https://doi.org/10.24928/2017/0212 HOUSE OF CARDS – A SIMULATION OF LEAN CONSTRUCTION PRINCIPLES Paul Pollesch1, Alexander Rovinsky2, Raul Alvarado III3, and Thais da C. L. Alves4 Abstract: The "House of Cards" simulation was developed to stimulate discussion and improve the application of lean production concepts (5S, flow, waste, kaizen, transparency, and collaboration) to construction engineering and management. It is a simple, scalable, hands-on exercise that enables a facilitator to lead teams to intuitively grasp lean concepts and their benefits to construction processes. The simulation requires minimal resources for each team: 3-4 players, a deck of playing cards, a timer, and a playing surface. “House of Cards” presents six phases of gameplay, and progresses from a worst-case scenario to an optimized ideal. The objective is to play the cards as quickly as possible to construct a 13-story building. As in construction, there is a logical sequence of work required. Lower floors must be built before upper floors, structural work must precede mechanical, and mechanical must precede finish work. This simulation was developed with a construction project context, but can easily be adapted to other industries. The analogies can be tailored to meet other industrial processes, and the floors can be changed to different parts of assembly or production lines.
    [Show full text]
  • LCM® Takt Planning in Building Construction
    LCM® Takt Planning in Building Construction September 26 -27, 2017, UC Berkeley Clark Kerr Campus Patrick Theis Agenda – LCM® Takt Planning in Building Construction LCM® Simulation – Day 1 Time Subject Expert 9:00 – 9:15 am Welcome and Introduction Iris & Samir Challenges in projects and the potential of Lean Construction with emphasis on 9:15 – 9:45 am Samir, Iris, Patrick Takt planning 9:45 – 10:00 am Coffee Break 10:00 – 12:00 am Simulation Round 1 - The traditional project approach Group activity 12:00 – 1:00 pm Lunchbreak 1:00 – 1:30 pm Takt planning Introduction Patrick Production Planning Step 1 – Overall Process Analysis Presentation and 1:30 – 2:30 pm Patrick Workshop 2:30 – 2:45 pm Coffee & Dessert Break Simulation Round 2 - Optimized construction sequence with elimination of 2:45 – 3:45 pm Group Activity waste and adapted process sequence played in the LCM Simulation 3:45 – 4:30 pm Production Planning Step 2: The Process and Takt Planning Presentation Patrick 4:30 – 5:00 pm Wrap up of the day and discussion Samir, Patrick 2 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis Agenda – LCM® Takt Planning in Building Construction LCM® Simulation – Day 2 Time Subject Expert 9:00 – 9:15 am Summary of Day 1 Samir, Patrick Production Planning Step 2: The process and takt planning presentation and 9:15 – 10:30 am Patrick workshop 10:30 – 10:45 am Coffee Break Production Planning Step 3: The Detailed Takt Planning Board on site 10:45 – 12:00 am Group activity Presentation and Workshop 12:00 – 12:45 pm Lunchbreak 12:45 – 1:15 pm
    [Show full text]
  • Glossary of Lean Terminology
    Glossary of Lean Terminology Lean Term Definition Use 6S: Used for improving organization of the Create a safe and workplace, the name comes from the six organized work area steps required to implement and the words (each starting with S) used to describe each step: sort, set in order, scrub, safety, standardize, and sustain. A3 thinking: Forces consensus building; unifies culture TPOC, VSA, RIE, around a simple, systematic problem solving methodology; also becomes a communication tool that follows a logical narrative and builds over years as organization learning; A3 = metric nomenclature for a paper size equal to 11”x17” Affinity A process to organize disparate language Problem solving, Diagram: info by placing it on cards and grouping brainstorming the cards that go together in a creative way. “header” cards are then used to summarize each group of cards Andon: A device that calls attention to defects, Visual management tool equipment abnormalities, other problems, or reports the status and needs of a system typically by means of lights – red light for failure mode, amber light to show marginal performance, and a green light for normal operation mode. Annual In Policy Deployment, those current year Strategic focus Objectives: objectives that will allow you to reach your 3-5 year breakthrough objectives Autonomation: Described as "intelligent automation" or On-demand, defect free "automation with a human touch.” If an abnormal situation arises the machine stops and the worker will stop the production line. Prevents the production of defective products, eliminates overproduction and focuses attention on understanding the problem and ensuring that it never recurs.
    [Show full text]