2019BookofCases

84 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 activities on the critical path. It is an approach to project scheduling that breaks the project into several work tasks, displays them in a flow chart, and then calculates the project duration based on estimated durations for each task. It identifies tasks that are critical, time-wise, in completing the project. Critical To Quality (CTQ) – These are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer. CTQs represent the product or service characteristics as defined by the customer/user. Current State Map – This is a snapshot of how a process is currently done, showing the current methodology of how you produce products or perform services for your customers. It is a visual method of succinctly recording the key aspects of the current structure and processes in the whole, or any part, of a supply chain. Customer – The individual engaged in a conversation for action who will receive the results of performance either requested from, or offered by, the performer. That is, the person receiving goods/information from a performer. Customers can be internal (for example, a foreman receiving answers to an RFI; or an architect receiving mechanical loads from an engineer), and external (for example, end users; or client organisations). Cycle Time – The time it takes a product or unit of work (e.g. a room, building, quadrant) to go from beginning to completion of a production process. That is, the time it is work-in-process. Defined Task – A quality task must be "defined". It must have a beginning and end, and it should be clear to all when it has been completed. Dependence – This refers to where two or more tasks are sufficiently related that one cannot be started (or finished) without a certain measure of progress or completion having been achieved by the other. Waiting on release of work. Direct Observation – Also known as “Observational Study”, this is a method of collecting evaluative information in which the evaluator watches the subject in their usual work environment without altering that environment. DMAIC – Define, Measure, Analyse, Improve, and Control. DMAIC is a data-driven improvement cycle used for improving, optimising, and stabilising business processes and designs. The DMAIC improvement cycle is the core tool used to drive Six Sigma projects. Earned Value (EV) – Thi s i s an approach involving moni tor ing the project plan, actual work, and work completed value to see if a project is on track. Earned Value shows how much of the budget and time should have been spent, considering the amount of work done so far. Eight Wastes – A framework of eight types of activity that do not add value, that is they are “Waste”. They can be summarised as “DOWNTIME” (Defects, Over-Production, Waiting, Non-utilised resources/talent, Transportation, Inventory, Motion, Excess-Processing), or as “TIMWOODS” (Transpor tat ion, Inventory, Mot ion, Wai t ing, Over- Production, Over-Processing, Defects, Skills). Enterprise Resource Planning (ERP) – This is the integrated management of core business processes, often in real-time, mediated by software and technology and providing an integrated and continuously updated view of core business processes using common databases. Expected Cost – An expression of the team's best estimate at the conclusion of the Validation Phase of what current best practice would produce as a price for the facility reflected in the accompanying basis of design documents. Typically, the Expected Cost will also be supported by benchmarking or other market data to calibrate the Expected Cost in light of the market context. Fishbone Diagram – This was developed by Ishikawa – often referred to as an “Ishikawa Diagram” – and is a cause-and- ef fect diagram used in root cause analys i s to better understand the factors contributing to a problem. Five Big Ideas – A set of organising concepts that support Lean Project Delivery. They were developed to explain and organise the Sutter Health Lean Construction Initiative: Optimize the project not the piece, Collaborate, Really Collaborate (originally implied "specialty contractors involved at schematic design"), Projects as Networks of Commitment, Increase Relatedness, and Tightly Couple Action and Learning. Five Core Principles – These are the core principles underpinning Lean that were developed by Womack and Jones (1996), and include: i. Value – It is defined by your customers who buy results not products (clean clothes vs. washing machines). We should give the customer what they want rather than what is convenient for us to give them. ii. Value Stream – The sequence of all processes from raw material to customer. iii.Flow – Keep value moving; avoid batches and queues; there should be few non-value-adding steps. iv. Pull – Short-term response to customer’s rate of demand and no overproduction. v. Perfection – Delivering exactly what a customer wants, when they want it, at a fair price, and defect-free, with minimum waste. 5S – (1) Sort; (2) Set in order; (3) Shine; (4) Standardise; (5) Sustain. This five-step process for workplace efficiency uses visual controls to eliminate waste, and helps us organise what we need and to eliminate what we don't need, thus allowing us to identify problems quickly. 5 Whys – An iterative questioning technique, using cause- and-effect analysis, to get to the root cause of a problem by asking why successively whenever a problem exists in order to get beyond the apparent symptoms. As each answer to the why question is documented, an additional inquiry is made concerning that response. Flow – Movement that is smooth and uninterrupted, as in the "flow of work from one crew to the next" or the flow of value at the pull of the customer. Future State Map – A vision of the desired future Lean system that is used as the guide for the change process. Gemba – The Japanese term for where the actual value is added or where the actual work takes place. Lean experts encourage