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Lean Construction Institute

Lean Construction Institute
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Documentation Agile and Lean Applied to Construction - Agile Software Development for Web and Mobile - Ennova Large scale construction projects suffer from cost and time overruns that are typically a symptom of productivity problems and directly affect overall industry profitability. As a result, methodologies have been developed to reduce the risk of overruns and improve project outcomes. A number of these methods are based upon Lean production principles that focus on identifying value, eliminating waste and creating a smooth flow of materials, information and work. The application of Lean to construction is based upon treating the construction site as a temporary production line and is referred to as Lean Construction. Agile methods have been found to improve the reliability of project delivery in complex environments, by decomposing the scope into small manageable parts, then completing these parts in order of greatest value. Construction Productivity Time and cost overruns in large scale construction are very common. As a result the construction industry is facing declining productivity.

The Lean Construction Lighthouse Welcome to the Mechanical Contractors Association of America! BRE: Construction Lean Certification Scheme The aim of the Construction Lean Certification Scheme (CLCS) is to raise standards across the whole construction industry supply chain and give organisations confidence in the level of competence of the individuals who are, or wish to, practice in the field of Lean Improvement. The Scheme will help to provide a framework for CLCS practitioners to demonstrate to clients and potential clients their ongoing experience, qualification and ability to continue to meet industry changes and requirements. Benefits of the CLCS Accreditation Scheme Why BRE? The CLCS provides ongoing, independent, third party assessment of Lean Improvement Practitioners. BRE owns and manages the Construction Lean Improvement Programme (CLIP). Opportunity On successful accreditation to the CLCS the certificate holder may use the BRE Certification Mark. The BRE Certification Mark provides a visual verification of Scheme membership and is also recognised in the industry for quality and professionalism.

Lean Construction - Ensayos - Rnldcstll INDICE 1. Introducción…………………………………………………………………. 3 2. Lean Construction ……………………………………………………….….. 3 3. LEAN CONSTRUCTION 1. Los principios elementales y las herramientas utilizadas por el sistema de “Lean Production” han sido globalmente difundidos en la industria manufacturera, con mayor intensidad a partir de la publicación del libro “Lean thinking” (Womack y Jones, 1996). El sistema de lean construcción fue moldeado paulatinamente para adaptarse a las necesidades de la industria de la construcción, con 3 objetivos fundamentales que son: reducción de costes, ahorro de tiempo e incremento de valor para el cliente. Leer Ensayo Completo Cite este ensayo (2013, 01). "Lean Construction" 01 2013. 2013. 01 2013 < "Lean Construction." "Lean Construction."

Article Lean project management IQar Les défis toujours plus nombreux et complexes imposent aux entreprises performantes des adaptations et des changements qu’elles apprennent à gérer Voir plus NACA: Home Lean Construction Blog The Lean Project Delivery System (LPDS) was first introduced by Glenn Ballard in 20001. LPDS is a philosophy1, but also a delivery system2 in which the project team help customers to decide what they want3, not only realize decisions and perform activities. Ballard3 described LPDS also as “project-based production system” because it is a temporary production system4. In contrast to traditional project delivery systems, LPDS questions what needs to be done and who is responsible for the task at the very beginning of the project. Therefore, the following points are key characteristics of LPDS1: Project is structured and managed as a value generating process Early involvement of downstream stakeholders to plan and design the project steps through cross functional teams Pull techniques are used to manage the information and material flow between stakeholders Buffers are used to absorb variabilities in the production system through global optimization Figure 1: Lean Project Delivery System3

Lean Construction Vanesa Martínez Andreina Rodríguez Expositor: Eduardo Rojas Lean Construction nace a partir del concepto de “Lean Manufacture”, el cual surgió después de la II Guerra Mundial en 1950. Los japoneses cambiaron el tamaño, diseño y filosofía de las máquinas del sistema automotriz americano, lo cual logró mayor eficiencia en la producción. Los japoneses (Toyota) lograron superar el sistema americano (General Motors) mejorando la parte gerencial.Koskela (1992), Howell y Ballard (1994), profesores americanos, tomaron los puntos claves del cambio en la manufactura y los aplicaron en la construcción, surgiendo el concepto de Lean Construction. Al empezar a aplicar este concepto se logró de manera instantánea aumentar la productividad de la construcción en un 12%, sin gastar más dinero. Las empresas presentan tres grandes problemas que son: a) Manufactura b) Suministro c) Gerencia o gestión de proyectos. La construcción es el negocio más complejo, ya que presenta mucha incertidumbre y variabilidad.

Hal Macomber, Managing Principal, Lean Project Consulting Principal Hal is a Principal of Lean Project Consulting, Inc. He has his attention on project leadership and organization transformation in a lean environment with special attention to Integrated Project Delivery (IPD). In the last two years, Hal and his team of project coaches have advised and coached two dozen IPD projects. Project management, one of the most-cited career positions, routinely fails to produce the desired business results. Projects are routinely over budget, late, and fail in often significant ways to satisfy the customer and the project participants. Hal’s career spans numerous industries and roles: Hal studied economics and operations research and then went on to get an MBA from Boston University in operations management. Hal is the author of numerous white papers and peer-reviewed papers.

American Subcontractors Association, Alexandria, Va. ASA President’s Letter-February 2014 by ASA President Jack Austhof As you may have heard, ASA has renamed its annual convention to SUBExcel. The new name captures the essence that ASA helps subcontractors excel in their businesses. Read more... Past letters: 1 2 3 4 5 6 Lean Design and Construction Project an Extension of Lean Commitment at Akron Children's Hospital | Lean Enterprise Institute Lean hospitals tend to focus on service as the conveyor of customer value: What's the wait time? How many return visits are required? Is this duplicate information really needed? How long did the procedure take? But a construction project underway in Akron, Ohio, for Akron Children's Hospital (ACH) demonstrates that a hospital's facilities are just as important to delivering the most value at the highest efficiency and lowest-possible cost. When the Ambulatory Surgery & Critical Care Tower opens in 2015, it will represent a three-year lean design and construction collaboration among builders, architects, trade contractors, healthcare providers, patients, and patient families. The hospital needs the new space to serve a growing patient population, but it's also viewing the project as a way to "bake in" lean practices and flexibility to adjust to emerging care models and changing patient needs. "We're really interested in the long-term. Target Value Design (Graphic courtesy of LCI)

Lean Construction DESCRIPCIÓN DE LA TOMA DE DATOS: Se basa en determinar el porcentaje de participación de la división del trabajo en obra por parte delos operarios y peón y analizar la eficiencia de la cuadrilla efectuando su mejora.Los tiempos se clasifican en: TP= Tiempo productivo (se puede valorizar, agrega valor al producto analizado). TC= Tiempo contributorio (es trabajo de apoyo al tiempo productivo pero no agrega valor) TNC= Tiempo no contributorio o de perdida, no agrega ningún valor a la actividad.B. Se debe prediseñar un formato para una toma apropiada de datos de una partida, dondese tenga impreso los detalles de cada tipo de trabajo que estén conformando las 3categorías clasificadas (TP, TC, TNC). El que recoge los datos debe colocarse en una posición tal que no incomode e interfieracon el trabajo de la cuadrilla Se debe tener una ubicación única durante las observaciones.