2018BookofCases

namely any activity that causes excessive demand on a system that causes the system to produce beyond its reasonable capacity. Pushing a machine or person beyond natural limits. Overburdening people results in stress, safety, and quality problems. Overburdening equipment causes breakdowns and defects. They are a target for reduction or elimination. Necessary Non-Value-Adding (NNVA) – Those support activities that are necessary under the present operating system or equipment, but which do not per se add value. One should seek to optimise these. Network of Commitments – The web of promises necessary to deliver any project. The role of management is to articulate and activate the unique network of commitments required to deliver each project. Non-Value-Adding (NVA) – Those activities/processes that do not directly add/contribute value to customers – those activities the customer would not be happy to pay for. One should seek to reduce and/or remove these. OEE – This stands for Optimal Equipment Effectiveness. It is a hierarchy of metrics to evaluate how effectively a manufacturing operation is utilised with results stated in a gener ic form which al lows compar i son between manufacturing units in differing industries. It is not an absolute measure and is best used to identify scope for process performance improvement. It is a composite measure of the ability of a machine or process to carry out value adding activity. OEE = % time machine available * % of maximum output achieved * % perfect output. It measures the degree to which machines are adding value by not being wastefully employed due to planned or unplanned downtime or in producing defects. Pareto Analysis – Sometimes referred to as the “80:20 rule”, this is the tendency in many business situations for a small number of factors to account for a large proportion of events. For example, 80% of total sales volume might be attributable to 20% of customers and 20% of the product range. In terms of quality, 80% of defects might be attributable to 20% of causes. The 20% is sometimes referred to as “the vital few”. PDCA – This stands for Plan, Do, Check, Act/Adjust, and is the cycle introduced by Walter A. Shewhart and popularised by Dr W. E. Deming as a method of cont inuous improvement. Percent Plan Complete (PPC) – A basic measure of how well the planning system is working – calculated as the number of promises/activities completed on the day stated divided by the total number of promi ses/act ivi t ies made/planned for the week. It measures the percentage of assignments that are 100% complete as planned. Performer – The individual engaged in a conversation for action who agrees to undertake performance either requested from or offered to a customer. Phase – A period of the project where a specific group of activities is scheduled to be accomplished such as building design, completion of foundations, erection of exterior walls, building dry-in. A phase can be either a time period or a group of activities leading to the accomplishment of a defined goal/milestone. Phase Plan – A plan for executing a specific phase of a project using a pull technique to determine hand-offs. It is prepared by the team actually responsible for doing the work through conversat ion. Work i s planned at the request/demand of a downstream customer. Plan Reliability – The extent to which a plan is an accurate forecast of future events, it is measured by PPC. Planning – The act of conversation that leads to well- coordinated action. Plus/Delta Review – A continuous improvement discussion preformed at the end of a meeting, project or event used to evaluate the session or activity. Two questions are asked and discussed. Plus: What produced value during the session? Delta: What could we change to improve the process or outcome? Poke Yoke – A Japanese term for mistake-proofing method or device developed by Shigeo Shingo that is used to prevent an error or defect from happening or being passed on to the next operation. PPE – This stands for personal protective equipment, and is equipment worn to minimise exposure to serious workplace injuries and illnesses. Process Mapping – A flowchart identifying all the activities, operations, steps and work times for a process. Promise – The action taken by a performer to commit to a customer to take some action to produce a mutually understood result, for example CoS, by a definite time in the future. Pull – A method of advancing work when the next-in-line customer is ready to use it. A request/demand from the customer signals that the work is needed and it is pulled from the performer. Pull releases work when the system is ready to use it. Push – Push an order from a central authority based on a schedule; advancing work based on central schedule. Releasing materials, information, or directives possibly according to a plan but irrespective of whether or not the downstream process is ready to process them. Quality – Conformance to a customer’s valid and agreed upon CoS. Quality Assignment – Assignment that meets quality criteria for release to the customer process. The quality criteria are: (1) definition; (2) soundness; (3) sequence; (4) size; and (5) learning. Reason for Variance – Factors that prevented an assignment from being completed as promised, used by the team to promote learning concerning the failure of the planning system to produce predictable workflow. By assigning a category of variance to each uncompleted task, a team is able to identify those areas of recurring failure that require additional reflection and analysis. Reliable Promise – A promise made by a performer only after self-assuring that the promisor: (1) is competent or has access to the competence (both skill and wherewithal); (2) has estimated the amount of time the task will take; (3) has blocked all time needed to perform; (4) is freely committing and is not privately doubting ability to achieve the outcome; and (5) is prepared to accept any upset that may result from failure to deliver as promised. 78 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018