Lean Construction Ireland Annual Book of Cases 2021 85 l f s s 2 Validation Phase of what current best practice would produce as a price for the facility reflected in the accompanying basis of design documents.Typically, the Expected Cost will also be supported by benchmarking or other market data to calibrate the Expected Cost in light of the market context. Fishbone Diagram This is a cause-and-effect diagram used to help identify root causes of problems. Five Big Ideas A set of organizing concepts that support Lean Project Delivery. They were developed to explain and organize the Sutter Health Lean Construction Initiative: Optimize the project not the piece, Collaborate, Really Collaborate (originally implied “specialty contractors involved at schematic design”), Projects as Networks of Commitment, Increase Relatedness, andTightly Couple Action and Learning. Five Core Principles Womak and Jones (1996) outlined 5 key principles for lean implementation as follows: (1) Define value from the customer’s perspective, (2) Map the entireValue Stream, (3) Enable steady flow through the value stream, (4) Pull production through the value stream based on customer’s rate of demand, (5) Seek perfection and deliver exactly what the customer wants without any waste. Five S (5S) A disciplined approach to maintaining order in the workplace, using visual controls, to eliminate waste.The 5S words are Sort, Set in Order, Shine/Sweep, Standardize and Self- Discipline/Sustain. FiveWhy’s (5Why) Analysis The problem solving technique used to dig for the root cause of a condition by asking why successively (at least five times) whenever a problem exists in order to get beyond the apparent symptoms. As each answer to the why question is documented, an additional inquiry 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 value stream map that describes the desired new situation (with less waste). Gantt Chart A visual representation of a schedule, using a horizontal rectangle (bar) for each activity with the bar length scaled tomatch the activity duration,with activities placed one below the other and time on the horizontal axis.Activities can be linked and grouped into milestones. See Master Schedule. Gemba The Japanese term for where value is added or where the work takes place. 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. Hand-off Criteria The Conditions of Satisfaction discussed and explicitly agreed upon between the parties to a hand-off. Huddle Meetings Meetings which allow employees to identify and solve problems using various tools. Integrated Form of Agreement (IFoA) Amulti-party agreement that includes the owner,design professional, and constructor as signatories to the same construction contract. Integrated Project Delivery (IPD) A delivery system that seeks to align interests, objectives and practices, by reconceiving the Organization, Operating System and Commercial Terms governing the project.The primary Team Members would include the Architect, key technical consultants as well as a general contractor and key specialty contractors. It creates an organization able to apply the principles and practices of the Lean Project Delivery System. Just-in-Time A system for producing or delivering the right amount of parts or product at the time it is needed for production. (“JIT”) Kaizen The Japanese word for continuous improvement. Kaizen has come to mean the philosophy of continuous improvement. Kanban Japanese termmeaning“a signboard.”A communication tool used in JIT production systems.The signal tells workers to pull parts or refill material to a certain quantity used in production. Key Performance Indicators (KPIs) Performance indicator that is tracked in order to provide focus for strategic or operational improvement.KPIs create an analytical basis for effective decision making. Last Planner The person or group that makes assignments to direct workers. Project. Architect and ‘discipline lead’ are common names for last planners in design processes. Superintendent’ or ‘foremen’ are common names for last planners in construction processes. Last Planner System (LPS) 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 The instant in which the cost of the delay of a decision surpasses
RkJQdWJsaXNoZXIy MTIzMTIxMw==