2019BookofCases

Target Value Delivery (TVD) – This is a disciplined management practice to be used throughout the project to assure that the facility meets the operational needs and values of the users, is delivered within the allowable budget, and promotes innovation throughout the process to increase value and eliminate waste (time, money, human effort). Target Value Design – Encompasses the Target Value Delivery approaches implemented during the design delivery phases of the project. Target Value Production – Encompasses the Target Value Delivery approaches implemented during the construction delivery phases of the project. Task – An identifiable chunk of work. Throughput – The output rate of a production process. Total Productive Maintenance (TPM) – This is a technique designed to optimise the performance, reliability, and productivity of plant and equipment. Responsibility for maintenance is given to the actual operators. Under-Loading – Making assignments to a production unit, or a resource within a production unit, that absorbs less than 100% of i ts capaci ty. Under- loading i s necessary to accommodate variation in processing time or production rate, in order to assure plan reliability. Under-loading is also done to release time for workers to take part in training or learning, conducting first-run studies, implementing process improvements, or for equipment to be maintained. Utilisation – The percentage of a resource’s capacity that is used in actual production. Value – What the customer wants from the process. The customer defines value. Value-Adding (VA) – Those activities/processes that directly add/contribute value to customers – those activities the customer is happy to pay for. One should constantly strive to expand these. Value Stream – The sequence of activities required to design, produce, and deliver a good or service to a customer, and it includes the dual flows of information and material. Value Stream Mapping (VSM) – The process of mapping out and visually displaying a value stream so that improvement activity can be effectively planned. VSM is the meta tool that guides all other Lean tools. When we utilise VSM we visualise the current state plus desired future state of a process that take a product or service from its beginning through to the customer. Variance – When an assignment is not completed as stated, it is considered a variance from the weekly work plan. Variance Trend Analysis – This refers to the quantitative investigation of the difference between actual and planned behaviour. This technique is used for determining the cause and degree of difference between the baseline and actual performance and to maintain control over a project. Visual Management – Placing tools, parts, production activities, plans, schedules, measures and performance indicators in plain view. This assures that the status of the system can be understood at a glance by everyone involved and actions taken locally in support of system objectives. Waste – The opposite of value, these are activities/processes that do not directly add/contribute value to customers, and that the customer would not be happy to pay for. The aim of Lean is to reduce and remove waste from processes. Waste Walks – These are a form of direct observation and are simply a planned visit to where work is being performed to observe what's happening and to note the waste. It differs from go-see activities in that you are specifically looking for waste. Weekly Work Plan (WWP) – The commitment-level (will) planning step of LPS ident i fying the promi sed task completions agreed upon by the performers. The WWP is used to determine the success of the planning effort and to determine what factors limit performance. It is a more detailed level than the look-ahead and is the basis of measuring PPC. Weekly Work Planning – The process by which the Last Planner establishes the plan for the coming period. Work Flow – The movement of information and materials through networks of interdependent specialists. Work Structuring – Designing the production system to determine who does what, when, where and how, usually by breaking work into pieces, where pieces will likely be different from one production unit to the next. The purpose of work structuring is to promote flow and optimize system throughput by focusing on handoffs and opportunities for moving smaller batches of work though the production system. Workable Backlog – An activity or assignment that is ready to be performed, but is not assigned to be performed during the active week in the WWP. If the team agrees that performance of this activity will not hinder other work, then it can be placed on the list of Workable Backlog as part of the WWP. Completion or non-completion of these activities are not recorded or counted in calculation of PPC. Work In Process (WIP) – The inventory between the start and end points of a production process. X-Matrix – Used in Hoshin Planning, the X-Matrix is a template used in organisational improvement that concisely visualises on one page (A3) the alignment of an organisation’s True North, its Aspirations, its Strategies, its Tactics, and its Evidence. 88 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Editor’s Note This glossary has been compiled and adapted from a variety of sources, primarily the LCI (USA) Glossary of Terms and the Waterford Institute of Technology Lean Lexicon.