2019BookofCases

85 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 “going to the gemba” to see how things are really done and where there is opportunity to eliminate or reduce waste. Hand-Off – The act of releasing an item or activity to the person or group performing the next step or operation on that item or activity, for example, a structural steel design is handed-off to the steel detailer to complete shop drawings; a room (or portion) that has been framed is handed-off to the drywall installer; or all construction on a floor of a hospital is completed and handed-off to the hospital personnel to begin staff-and-stock activities. Hoshin Kanri – The Japanese term for direction management or strategy/policy deployment. Ho means direction; Shin means Focus; Kan means Alignment; Ri means reason. Integrated Form of Agreement (IFoA) – A multi-party agreement that includes the owner, design professional, and constructor as signatories to the same construction contract. Integrated Project Delivery (IPD) – A project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimise efficiency through all phases of the project, from early design through project handover. The three contractual components of IPD include: Organization Structure, Lean Operating Systems, and Commercial Terms. Just In Time (JIT) – A system for producing or delivering the right amount of parts or product at the time it is needed for production. Kaizen – The Japanese term for incremental continuous improvement. Kaizen is a structured process to engage those closest to the process to improve both the effectiveness and efficiency of the process. Its goals are to remove waste and add standardi sat ion. Kaizen has come to mean the philosophy of continuous improvement. Kanban – The Japanese term for a signposting mechanism associated with the demand pull principle. The signal tells workers to pull parts or refill material to a certain quantity used in production, they are a signal that a downstream or customer process can use to request a specific amount of a specific part from the upstream, or supply, process. Key Performance Indicators (KPIs) – These are a set of measures designed to benchmark a business’s most important characteristics against a set of strategic targets. Last Planner – Integral to the LPS, this is the person or group that makes assignments to direct workers. Project Architect and Discipline Lead are common names for last planners in design processes; and Superintendent or Foremen are common names for last planners in construction processes. Last Planner® System (LPS) – This is a system for project production planning and control, aimed at creating a workflow that achieves reliable execution, that was developed by Glenn Ballard and Greg Howell, with documentation by Ballard in 2000. LPS is the collaborative, commitment-based planning system that integrates should-can-will-did planning: pul l planning, make-ready look-ahead planning with constraint analysis, weekly work planning based upon reliable promises, and learning based upon analysis of PPC and Reasons for Variance. Last Responsible Moment (LRM) – The instant in which the cost of the delay of a decision surpasses the benefit of delay; or the moment when failing to take a decision eliminates an important alternative. Lean – The concept that all processes contain waste. Lean is an integrated, value-driven approach to designing and improving work towards a customer-focused ideal state through the engagement of all people aligned to common principles and practices. It is associated with the ability to accomplish more with less – Lean Enterprises use less human effort to perform their work, less material to create their products and services, less time to develop them, and less energy and space to produce them. It implies a culture of respect and continuous improvement aimed at creating more value for the customer while identifying and eliminating waste. Lean Construct ion – Thi s i s a respect-or iented and relat ionship-oriented product ion management-based approach to capital project delivery, and it is a new and transformational way to design and build capital facilities. Lean Project Delivery System (LPDS) – An organised implementation of Lean principles and tools combined to allow a team to operate in unison to create flow. Lean Thinking – The philosophical foundation, leadership mindset, and management orientation that enables all individuals in an organisation understand true Lean; and to design, develop, implement, manage, and maintain a Lean Enterprise. Load – The amount of output expected from a production unit or individual worker within a given time. Look Ahead Plan – A short interval plan, based on the pull/phase plan, that identifies all the activities to be performed in the next 6 (or other) weeks. The 6-week look- ahead is updated each week – always identifying new activities coming 6 weeks out so that the project management team can make appropriate arrangements to assure that the work will be ready to be performed in the week indicated. Look Ahead Planning – The portion of the LPS that focuses on making work ready – assuring that work that should be done, can be done, by identifying and removing constraints in advance of need. Look Ahead Window – The duration associated with look ahead planning. Typically look ahead windows extend from 3 to 12 weeks into the future, with 6 weeks preferred on most projects. Make Ready Process – To make ready is to take actions needed to remove constraints from assignments to ensure the work can be done as planned. Master Schedule – A schedule that identifies major events or milestones in a project (for example, start- up, turn-over to client, order long delivery components, mobilise in field, complete design, government reviews) and their timing. It is often the basis for contractual agreements between the owner and other team members. It is seen as a way to identify long lead items, the feasibility of completing the project as currently required, the basis for defining milestones and phases – but not always as a way to control the project.