Lean Construction Ireland Annual Book of Cases 2021 88 l f 2 TargetValue Design A disciplined management practice to be used throughout 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. Task An identifiable piece of work. Throughput The output rate of a production process. Toyota 14 Principles Detailed in the ‘ToyotaWay’ by Liker and Meier (2006), 14 principles are outlined under the following themes: Long term philosophy,The right process will produce the right results, Add value to the organisation by developing your people,Continuously solving root problems drives organisational learning. Under-loading Making assignments to a production unit, or a resource within a production unit, that absorbs less than 100% of its capacity.Underloading is 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. Value Stream Includes all the processes and activities used to design, produce and deliver the product or service to the Customer. Value Stream Mapping A diagram of every step involved in the material and information flows needed to bring a product from request to delivery. Variance When an assignment is not completed as stated, it is considered a variance from the weekly work plan. 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.There are seven basic types of waste including: defects, waiting, transportation of goods, motion, inventory, overproduction, and unnecessary process steps. WeeklyWork Plan The commitment-level (“will”) planning step of LPS identifying the promised task completions agreed upon by the Performers. TheWWP 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 (Percent Plan Complete). WeeklyWork 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 fromone 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 theWWP. If the team agrees that performance of this activity will not hinder other work, then it can be placed on the list ofWorkable Backlog as part of theWWP. Completion or non-completion of these activities are not recorded or counted in calculation of PPC. Work In Process The inventory between the start and end points of a production process. Editor’s Note: This glossary was compiled from various sources including the Lean Construction Institute (LCI) glossary.
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