2019BookofCases

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. Request – The action taken by a customer to ask a performer to take some action to produce a mutually understood result (CoS) by a definite time in the future. Right First Time (RFT) – This concept involves making sure that all activities are carried out in the right manner the first time and every time. A quality management concept that defect prevention is more advantageous and cost effective than defect detection and associated rework. Root Cause Analysis – A systematic method of analysing possible causes to determine the root cause of a problem. SCAMPER – The SCAMPER technique is based very simply on the idea that what is new is actually a modification of existing old things around us. It is a creative thinking and problem solving technique developed to address targeted questions that help solve problems or ignite creativity during brainstorming meetings. The name SCAMPER is acronym for seven techniques: (S) substitute, (C) combine, (A) adapt, (M) modify, (P) put to another use, (E) eliminate, and (R) reverse. Screening – Determining the status of tasks in the look- ahead window relative to their constraints, and choosing to advance or retard tasks based on their constraint status and the probability of removing constraints. Sequenced – A sequenced assignment should release work to another performer, and in no case should it hinder another assignment or cause other crews to do additional work. It refers to quality criterion for selecting assignments among those that are sound in priority order and in constructability order. Set-Based Concurrent Engineering (SBCE) – Thi s emanated from the Toyota Motor Corporation’s approach to product development. SBCE begins by broadly considering sets of possible solutions and gradually narrowing the set of possibilities to converge on a final solution. A wide net from the start, and gradual elimination of weaker solutions, makes finding the best or better solutions more likely. As a result, a company/design team may take more time early on to define the solutions, but can then move more quickly toward convergence and, ultimately, production than its point-based counterparts. Set-Based Design (SBD) – A design method whereby sets of alternative solutions to parts of the problem are kept open until their LRM, in order to find by means of set intersection the best combination that solves the problem as a whole. Shielding – Preventing the release work to production units because it does not meet quality criteria; the work is not a quality assignment. It is akin to stopping the assembly line, rather than advancing a defective product. The purpose of shielding is to reduce uncertainty and variation, thereby providing production units with greater opportunity to be reliable. Should-Can-Wi l l-Did – To be effective, production management systems must tell us what we should do and what we can do, so that we can decide what we will do, then compare with what we did to improve our planning. SIPOC – Suppliers, Inputs, Process, Outputs, Customers. This is a visual tool to assist in documenting a process from beginning-to-end. 6S – This is all of the 5S with the addition of Safety as the 6th S. Six Sigma – A method and a set of tools to reduce variation in processes, particularly quality, using mostly statistical tools. Sized – Quality criterion for assignments whereby the amount of work included in an assignment is made to match the capacity of the production unit that will do the work. The performer should have a very reasonable expectation that the assignment can be completed by the number of people available to do the job. SMED – Stands for Single Minutes Exchange of Dies. It is a Lean product ion method to enable improved l ine changeovers and reduce the waste therein. Sound – Quality criterion for assignments that tests whether or not assignments have had all constraints removed. The performer of an assignment should know that the materials, tools, staff, and information to complete an assignment are available before accepting it. Standard Work – Integral to Lean, this aims at creating standardised processes and procedures that are repeatable, reliable, and capable – this being the basis for continuous improvement. Takt – Takt time may be thought of as a measurable beat time, rate time or heartbeat. In Lean, Takt time is the rate at which a finished product needs to be completed in order to meet customer demand. If a company has a takt time of 10 minutes, that means every 10 minutes a complete product, assembly, or machine is produced off the line because on average a customer is buying a finished product every 10 minutes. Target Cost – The cost goal established by the delivery team as the target for its design and delivery efforts. The Target Cost should be set at less than best-in-class past performance. The goal is to create a sense of necessity to drive innovation and waste reduction into the design and construction process. 87 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019