2020BookofCases

Contents Lean Construction Ireland Annual Book of Cases 2020 81 Fishbone Diagram This was developed by Ishikawa – often referred to as an “Ishikawa Diagram” – and is a cause-and-effect diagram used in root cause analysis 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: Optimise 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 over-production. 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 enquiry 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 This is the Japanese term for the place where the actual work is done and where actual value is added. Lean experts en- courage “going to the gemba” to see how things are really done and where there is opportunity to eliminate or reduce waste. Gemba is the practice of leaders going to the place where work is done to observe, ask questions, and show re- spect. Gemba walks should be done with purpose and focus on understanding and improving processes, not evaluating employee performance. After a walk is complete and the leader has the chance to reflect, action is taken regarding any opportunities for improvement that were discovered. 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 This the Japanese term for direction management or strategy deployment – Ho means direction; Shin means Focus; Kan means Alignment; Ri means reason. Hoshin Kanri is the practice of identifying the organisation’s long-term breakthrough objectives and aligning the goals and decisions of every person in the organisation. Strategy deployment is not an annual event, and success requires that it become operationalised at every level and incorporating strategy deployment into leader standard work to set a schedule for reviewing progress toward the objectives and managing KPIs on a daily basis. At any point, a leader should be able to say where their team is on the path toward its stated monthly, quarterly, and annual objectives. Huddle Meetings Huddle meetings give employees the opportunity to identify challenges and work on problem solving skills. They should be part of leader standard work because they give managers and supervisors early insight into potential problems and the opportunity to coach the team on how to implement positive change. Integrated Form of Agreement (IFoA) A multi-party agreement that includes the owner, design professional, and constructor as signatories to the same construction contract.