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Lean Construction Institute

Lean Construction Institute
Related:  LEANPaolo Demagistris knowledge base

Lean manufacturing Overview[edit] The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.[5] These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. Origins[edit] Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. Lean aims to make the work simple enough to understand, do and manage.

Documentation 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.

Бережливое производство Бережли́вое произво́дство (англ. lean production, lean manufacturing от lean — «тощий, стройный», также встречаются варианты перевода — «стройное», «щадящее», «рачительное», встречается вариант с транслитерацией — «лин») — концепция управления производственным предприятием, основанная на постоянном стремлении к устранению всех видов потерь. Бережливое производство предполагает вовлечение в процесс оптимизации бизнеса каждого сотрудника и максимальную ориентацию на потребителя. Возникла как интерпретация идей производственной системы компании Toyota американскими исследователями её феномена. Основные аспекты[править | править исходный текст] Отправная точка концепции — оценка ценности продукта для конечного потребителя, на каждом этапе его создания. В соответствии с концепцией бережливого производства вся деятельность предприятия делится на операции и процессы, добавляющие ценность для потребителя, и операции и процессы, не добавляющие ценности для потребителя. Режим экономии

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" BuenasTareas.com. 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

Kaizen Kaizen (改善?), Japanese for "improvement" or "change for the best", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, business management or any process. It has been applied in healthcare,[1] psychotherapy,[2] life-coaching, government, banking, and other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. Overview[edit] The Sino-Japanese word "kaizen" simply means "good change", with no inherent meaning of either "continuous" or "philosophy" in Japanese dictionaries or in everyday use. In modern usage, it is designed to address a particular issue over the course of a week and is referred to as a "kaizen blitz" or "kaizen event".[8][9] These are limited in scope, and issues that arise from them are typically used in later blitzes. History[edit] Implementation[edit]

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

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