Lean Construction Ireland Annual Book of Cases 2021 99 Last Planner® System (LPS) The complete term is“Last Planner System for Production Control”. This is a system for project production planning and control that is aimed at creating a workflow that achieves reliable execution. It 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: pull 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 forVariance. 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. Leader StandardWork This applies the concept of standard work to the task of driving Lean thinking and behaviour throughout the organisation. Leader standard work is a set of actions, tools, and behaviours that are incorporated into the daily activities of leaders at all levels. Like the standard work for any process, leader standard work must be documented,practiced consistently, and changed only with reflection and experimentation. Lean The concept that all processes contain waste. Lean is a value-driven and integrated 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 is underpinned and sustained by a culture of respect and continual improvement aimed at creating more value for the customer while identifying and eliminating waste. Lean Construction This is a respect-oriented and relationship-oriented production management-based approach to capital project delivery. It is an alternative and transformational way to design and build capital facilities versus traditional construction design and project management. 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. LeanThinking The philosophical foundation, leadership mindset, and management orientation that enables all individuals in an organisation to understand“Real Lean”, and to design, develop, implement,manage, and sustain a Lean Enterprise and culture of proactive problem solving and continuous improvement. Load The amount of output expected from a production unit or individual worker within a given time. LookAhead 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. LookAhead 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. LookAheadWindow 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 Tomake 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 teammembers. 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. Glossary
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