2020BookofCases

Contents Lean Construction Ireland Annual Book of Cases 2020 Terms & Concepts 83 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 arrange- ments 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. Milestone An item on the master schedule that defines the end or beginning of a phase or a contractually required event. Muda This is the Japanese word for “Non-Value-Adding” or “Waste” and refers to any activity that consumes resources but adds no value. They are a target for reduction or elimination. All Muda is caused by Mura and/or Muri. Mura This is the Japanese word for “Unevenness”, namely any activity that has not been levelled out creating consequential complexity and cost. They are a target for reduction or elimination. Muri This is the Japanese word for “Overburdening”, namely any activity that causes excessive demand on a system that causes the system to produce beyond its reasonable capacity. Pushing a machine or person beyond natural limits. Overburdening people results in stress, safety, and quality problems. Overburdening equipment causes breakdowns and defects. They are a target for reduction or elimination. Necessary Non-Value-Adding (NNVA) Those support activities/processes that are necessary under the present operating system or equipment but which do not, per se, add value. One should seek to optimise these. Network of Commitments The web of promises necessary to deliver any project. The role of management is to articulate and activate the unique network of commitments required to deliver each project. Non-Value-Adding (NVA) Those activities/processes that do not directly add/contribute value to customers – namely those activities the customer would not be happy to pay for. One should seek to reduce or remove these. Optimal Equipment Effectiveness (OEE) This is a hierarchy of metrics to evaluate how effectively a manufacturing operation is utilised with results stated in a generic form which allows comparison between manufacturing units in differing industries. It is not an absolute measure and is best used to identify scope for process performance improvement. It is a composite measure of the ability of a machine or process to carry out value adding activity. OEE = % time machine available * % of maximum output achieved * % perfect output. It measures the degree to which machines are adding value by not being wastefully employed due to planned or unplanned downtime or in producing defects. Pareto Analysis Sometimes referred to as the “80:20 rule”, this is the tendency in many business situations for a small number of factors to account for a large proportion of events. For example, 80% of total sales volume might be attributable to 20% of customers and 20% of the product range. In terms of quality, 80% of defects might be attributable to 20% of causes. The 20% is sometimes referred to as “the vital few”. PDCA Plan, Do, Check, Act/Adjust. This is the cycle introduced by Walter A. Shewhart and popularised by Dr W. E. Deming as a method for continuous improvement. Percent Plan Complete/Planned Percent Complete (PPC) A basic measure of how well the planning system is working – calculated as the number of promises/activities completed on the day stated divided by the total number of promises/ activities made/planned for the week. It measures the percentage of assignments that are 100% complete as planned Performer The individual engaged in a conversation for action who agrees to undertake performance either requested from or offered to a customer. Phase A period of the project where a specific group of activities