Lean Construction - Ensayos - Rnldcstll INDICE 1. Introducción…………………………………………………………………. 3 2. Lean Construction ……………………………………………………….….. 3 3. Lean Project Delivery ……………………………………………………….. 4 4. El Último Planificador………………………………………………….….…. 5 5. La Leadership di 5° Livello La Leadership di 5° Livello si basa sulll’idea che :• il rispetto nei confronti delle persone,• una equilibrata dose di altruismo,• un forte impegno, compongano una potente miscela, per far emergere i lati migliori dei collaboratori subordinati e raggiungere buoni risultati per l’azienda. I leader di 5° livello, sono una paradossale miscela di volontà incrollabile e umiltà personale. Sono testardi , perseveranti e tenaci, eppure sono intimamente umili. Sono ambiziosi, a favore della loro azienda, ma raramente permettono al proprio ego ad essere un ostacolo al raggiungimento del successo della organizzazione.
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
Kanban 101: How to Use Kanban Boards to Manage Your Next Project - The Ultimate Guide to Project Management Project management apps turn ambitious ideas into workable plans. They put lists, tasks and files into a centralized hub, so your team can collaborate. They're intricate, all-encompassing solutions. The value of BIM to the Facility Management Any physical structure depends on accurate time data and robust LEAN best Facility management practices from concept through recycling in order to maintain required levels of performance efficiently. While we all know the importance of proper maintenance schedules to mitigating disruption of building services, execution has proven somewhat difficult. When you purchase a car, you given an instruction manual and a service manual. The latter is key to trouble free operation, and to maintaining a valid warranty. When we buy or we lease a building, office, or home we more often than not, know relatively little about the actual physical and functional conditions at the time of the transaction. Anyone who purchases a building, for example, certainly would benefit from knowing who designed it, how it was built, what are the components and systems used, how they were installed, etc.
Service Marketing Mix - 7Ps of marketing mix The service marketing mix is also known as an extended marketing mix and is an integral part of a service blueprint design. The service marketing mix consists of 7 P’s as compared to the 4 P’s of a product marketing mix. Simply said, the service marketing mix assumes the service as a product itself. However it adds 3 more P’s which are required for optimum service delivery.
The Marketing Mix: Product Products come in several forms. Consumer products can be categorized as convenience goods, for which consumers are willing to invest very limited shopping efforts. Thus, it is essential to have these products readily available and have the brand name well known. Shopping goods, in contrast, are goods in which the consumer is willing to invest a great deal of time and effort. For example, consumers will spend a great deal of time looking for a new car or a medical procedure. Specialty goods are those that are of interest only to a narrow segment of the population—e.g., drilling machines.
El Pueblo de Lean Founder and Chairman of the Lean Enterprise Academy in the U.K., Daniel T. Jones is a senior advisor to the Lean Enterprise Institute, management thought leader, and mentor on applying lean process thinking to every type of business. He is the author with James P. Womack of the influential and popular management books that describe the principles and practice of lean thinking in production, The Machine that Changed the World, and Lean Thinking: Banish Waste and Create Wealth in Your Organization, and the workbookbook Seeing the Whole Value Stream.
User Stories: An Agile Introduction 1. Introduction to User Stories A good way to think about a user story is that it is a reminder to have a conversation with your customer (in XP, project stakeholders are called customers), which is another way to say it's a reminder to do some just-in-time analysis. In short, user stories are very slim and high-level requirements artifacts. 2. Gregory A. Howell, PE, MSCE Gregory A. Howell, P.E. is both a co-founder and President of the Lean Construction Institute (LCI), a non-profit organization devoted to research in design and management of production systems in project settings. B.S.C.E & M.S.C.E from Stanford University Served as an officer in the Civil Engineer Corps of the United States Navy in Viet Nam, Thailand and San Diego. Along the way, he worked for the architect Paolo Soleri and construction companies as an Engineer, Superintendent and Project Manager. He managed Timelapse Inc, a photo equipment manufacturer and Howell Associates, a productivity improvement consulting company that utilized the equipment to improve productivity in construction.
Understanding Lean Project Management The meaningless mantra of on-time, on-budget The UK television programme Grand Designs usually starts with a couple who want to build their dream home, vowing to “be in by Christmas”. Two-thirds of the way into the programme, the programme cuts to a snow covered building site. Lean Design and Construction Project an Extension of Lean Commitment at Akron Children's Hospital 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? 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.