Broad Scope of Presentation

LEAN CONSTRUCTION PROCESSES - COLLABORATIVE PLANNING SYSTEM (CPS)

Problems of current Planning Systems Need for Lean Systems Lean Production, Planning & Control systems The Collaborative Planning System (CPS)/ Last Planner SystemTM Advantages of CPS

Sep, 2012
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Project Performance
Is the Client happy with our Performance? Are we happy with the way our Projects are shaping up? Are we successful with our Current Planning Systems? General satisfaction: Are we Happy after doing implementation of the Projects? --

Problems with current Planning Systems

Too generalised; Generally planning done mainly from HO; site is too busy to update, unless demanded by Clients; Basically on corrective mode reactively and not proactive Too slow to modify Schedules to account for site realities; Not much involvement of front line people with planning exercises - no ownership; No collaboration between various stakeholders at site level Projects continue to fail despite lot of planning!
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Earned Value Management System

Common Practice: Variance-driven Control! (earned Value) By the time the variance is detected it may be too late for project to get back on track Current project control focuses only on should and did

Current Practice Vs LEAN Practice in CM

Current: Activity centered: Ignores the effect of workflow variation on performance Optimizing performance at the activity level to increase productivity or point speed Deviation-based control (tracking) Each party in the project protects its own turf (activities) Little learning; repetitive failures. To move towards Flow Mgmt, Value Mgmt & Activity Mgmt ---- LEAN Philosophy
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LEAN Operating System

LEAN operating system creates three interconnected major opportunities:

LEAN Project Delivery System

To improve Work Flow Reliability: Production Planning: Lean Work Structuring Production Control: LPS (Last PlannerTM System ) or CPS( Collaborative Planning System) Usage of Tools such as Value Stream Mapping, Building Information Modeling (BIM) Collective Commercials: Integrated Project Delivery (IPD) for overall synergy & value creation
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Impeccable Coordination Project as Collective Enterprise

Project as Production System

Workflow Variation
Workflow Variability is a result of Variability of Performance (ex. Cycle time) of Operations (Production unit) Predecessor releasing work to Successor erratically Such Variability precludes Reliability Some examples:

Some reasons for Variability

Fronts not being released in time Client hold-up Another contractor hold-up Previous operation hold-up Inclement Weather Labour problem Equipment non-availability- tied up elsewhere, Supplier failed Break-down Materials not available from Stores Vendor supply failed QC tests failed/ not ready Supervision Poor supervision less productivity Method- inappropriate method

Waiting for formwork/ rebar cage/ conduiting to be ready when concrete is waiting Rebar crews idle as concreting has not caught up with backlog Concreting delayed as staircase elements are inaccessible and too intricate
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Lean Work Structuring

Work structuring is Production system design all the way down Work structuring develops & aligns Projects process design with engineering design, supply chain capability, resource allocation strategies & assembly efforts; ex. Citys Metro: choice of precast segmental instead of insitu box girders ex. Construction of Staircase Block for Tall tower blocks Each component of work is designed so that It can be produced rapidly & for low cost Supports optimizing at the project level Delivers value to the Customer & the Constructor

Engineering & Production Strategies

Feasible/ preferable in given circumstances

Above Ex. Using Precast Stairs satisfies all above conditions!

Infeasible in given circumstances

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Precast Stairs for Tall Buildings

Precast staircase Example

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Lean Work Structuring

Thinking Production (flow) during Design and Project Planning

Results of Work Structuring

Global sequencing Project organizational structure Supply Chain details Master Schedules & Phase Schedules Operations Designs:
Broad

Work Structuring Tools:

Value First

Stream Mapping Run Studies (generally useful before starting construction; can also be used during construction, but before relevant activity starts) Productivity improvements Constraint Analysis
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- ex. Precast Vs in-situ, Mobile crane Vs tower crane Detailed - ex. Work method statements

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Focusing on frontline Execution

Overall Schedules
Master Schedule:
To

Master Sched

Phase Sched

Look- ahead Sched Feedback

Weekly Sched

Daily Frontline Plan

Feedback, PPC

Work Flow Control

Production Unit Control

ensure project completion by target end date; be too detailed as inappropriate to predict too many (uncertain) future details early in the Project Comprises Milestones, phases Depicts overall project completion date Depicts milestones contractual, of significance to clients, of significance to Constructor Helps in developing overall execution strategies Helps identify long lead items - for procurement & execution
cannot

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Overall Schedules
Phase Schedules:
Helps

Look-ahead Schedules
Look-ahead process screens out unrealistic options Generally 3 to 12 weeks duration, depending on complexities and overall duration Process readies scheduled tasks for assignment by ensuring there are no constraints; Workable Backlog basket of constraint-free tasks only so as to be totally ready for execution: ready work/ tasks Process enables early warning of potential problems when sufficient time is available to solve them Constraint Analysis, de-bottlenecking, etc may need help from higherups Help plan for matching work flow and capacity, prepare realistic schedules Help in formulating detailed plans covering methods, Quality, Safety & Environmental issues

in focusing action on current windows/ phases Better done closer to scheduled start of particular phase (when better certainty is there) Better to develop thro cross-functional teams, using pull technique, using best expertise & to have overall synergy Lead to look-ahead schedules

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Weekly Plans
Narrowing down further, Weekly Plans are prepared by Frontline supervisors, collaboratively, by Pull process Weekly plans take off from Look-ahead Plans, which are totally constraint-free Hence frontline supervisors have greater confidence in success of their plans The success of these plans measured and used as feedback for further improvement These plans are Weekly Production Assignments, based solely on ability to perform them & not on what should be done.

Weekly Planning

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Various Schedules

Phase schedule

CPS Collaborative Planning System

Improving work flow & Eliminating Constraints Improved Reliability of commitments & Predictability (eliminate Variability) of Work Flow Get front line supervisors to plan, commit, review & improve their own delivery performance week after week to reduce Variability They pull work to the extent they can manage, rather than push not-needed work to another Similar to the Last PlannerTM Concept, developed by Glenn Ballard & Greg Howell of Lean Construction Institute (LCI), USA.
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Weekly plan

Look ahead schedule

Percentage Planning Completed (PPC)

PPC is a measure of effectiveness of the Production System, to complete the commitments made PPC= Number of completed assignments X 100 -----------------------------------------------------Total number of assignments committed PPC range: 0 to 100%; higher the better High PPC well-planned production process with high workflow reliability & collaboration between production units PPC < 100% indicative of some failure of production planning process; to improve selection of tasks, coordination, etc, i.e. planning & production Essential to understand the reasons for failure to avoid future failures & to improve the system

Collaborative Planning System of Production Control (CPS)

CPS production/ Workflow Control System: Empowers front-line persons to plan & make decisions about their commitments for work to be done Improves workflow by ensuring that future work is ready, thro Look-ahead process a pull process Tracks variability of process by measuring Percentage of Plan Completed (PPC) In the Indian context, CPS requires good involvement of the Site Planning Manager at various steps of the process Process further improved by including all stakeholdersSubcontractors, Vendors, Resource allocation teams, Supply chain teams
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CPS PROCESS

Workable Backlog
Required work attributes to move from Should to Will
Definition Soundness Sequence Size Learning

Work meeting these only goes to workable backlog

WEEKLY PLANNING CYCLE

Pull Planning in progress

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Pull Planning Session

Review

Best possible plan results with minimized operational conflicts as involved are part of the plan Understanding of all aligned, builds relationships Value adding tasks only are selected, as we work backwards form the results required
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Daily Get-together (Daily Huddle!)

AIM
To To

Measuring PPC

take stock of work done; check PPC plan next days work, line up resources To interact with the rest of the Team To get further inputs form Planning Team

Process
Fixed

time, fixed place, no need for special invitations Fixed agenda for quick conclusion of meeting Good to meet over a cup of tea! (with PM, Plg team)

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PPC Variation
Subgrade Compaction Work
90 80 70 60 % Completed 50 40 30 20 10 0 12/May 14/May 16/May 18/May 20/May 22/May 24/May 26/May 28/May 30/May 01/Jun 03/Jun 05/Jun 07/Jun 09/Jun 11/Jun 13/Jun 15/Jun 17/Jun 19/Jun 21/Jun 23/Jun 25/Jun 27/Jun 29/Jun 01/Jul 03/Jul 05/Jul 07/Jul 09/Jul 11/Jul 13/Jul

Variance Analysis

4 week moving Average

Week

PPC Variance Analysis

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PPC Variance Analysis

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No of occurrences

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0 Coordination Engineering owner Decision Weather Pre Requisite Labor Materials Contract Submittals RFI Equipment

Productivity Trend Analysis

60%

Summary of Advantages of CPS

Significant change in mindset of site peoplemore collaborativeness, more openness, more supportiveness, more sharing, readiness to appreciate & understand others problems, ability to solve problems collectively Development of planning skills in frontline supervisors Increase in PPC Increase in productivity Savings in Cost & Time over a period Substantial rise in confidence levels of site team to meet the Projects challenges!
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50%

40%

30%

Productive Support Idle Linear (Idle)

20%

10%

0%
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7

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Blocks on the Road for CPS

Reluctance from frontline supervisors to plan (being more used to action !; and due to lack of knowledge); not used to think beyond a couple of days! Reluctance to take time off from frontline to sit and plan; suspicion from management about frontline people wasting time to sit down and Plan Lack of formalised approach in planning process in frontline people Reluctance from Planning Dept to let go of planning to frontline people Reluctance to involve subcontractors and vendors in overall planning Distrust to share information with other Departments
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The Various Aspects of LEAN Construction

CONCLUSION
LEAN Construction has been correctly identified by many organizations as the right method for ensuring proper implementation of Projects Change Management is necessary to shift the current paradigms to LEAN LEAN implementation often fails or is slow as emphasis is laid wrongly on mere processes & tolls People are the Key to any Change Change in Culture is required to align the people to the Objectives

Thank you

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