041 Integrating Lean Construction (PART 2)

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

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.

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.

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

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.

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.

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.

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.

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.

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.

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

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

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

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)

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.

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.

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).

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.

 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.

 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.

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.

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

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.

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.

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.

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?

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

This is not helpdesk figure (different source)

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

INTEGRATING LEAN SUPPLY WITH WORK
PLAN & VE

041 Integrating Lean Construction (PART 2)

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