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© Copyright LEAN THINKING LTD
Innovative Project Management
Ali Mafi
Lean Thinking [email protected]
© Copyright LEAN THINKING LTD
Clients List:
United UtilitiesYorkshire WaterMarks & SpencerMinistry Of JusticeHighways AgencyDurham CCNottinghamshire CCWarwickshire CCBalfour BeattyBPGleeson Civil EngineeringMorrison/Galliford TryCarillion
Robert WoodheadHalcrowAmey MouchelFusion 21South West WaterEmcoreBlack & VeachWatesEarth TecGeoffrey OsborneNuttall ConstructionOGCWallisBAA
© Copyright LEAN THINKING LTD
The most effective way to work & improve Project performance
The most effective way to protect the project end date.
The best way to monitor & control projects
This session will cover:
© Copyright LEAN THINKING LTD
Improved margins
Radical improvement in cash flow
The best and most accurate & visible project monitoring & control system
Radical improvement in project completion on or ahead of time.
This methodology will help deliver:
© Copyright LEAN THINKING LTD
It is basically planning, execution to plan, monitoring, learning and replanning if necessary in order to deliver an output (product or
service).
Is Project Delivery: Art or Science?
What is Project Management?
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A way to deliver more & more projects with less & less
Less time, less cost & less defectswhilst providing customers with exactly what they want
What is World Class / Innovative Project Management?
2
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By eliminating Waste
By creating Continuous Flow
How?
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In order to ………………..
Improve Time, Cost, Quality and safety simultanously and
with out trade off
You must............................
In order to………………..
You must……………………. Eliminate Waste
Create Continuous Flow
PartneringStanderdisation
Off site manufacturing
KPIsSupply Chain
Integration
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Which Time Are You Likely to promise?
Probability of Task Duration Time
Prob
abili
ty
Time
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Duration Distributions
A “Realistic” Duration17 18 1917 18 19 20 21 22 23 24
16 17 18 19 20 21 22 23 24 25 26 27 28 30 32 34 37 41 45 49 53 57 61 66 72Average = 30
A “Realistic” Duration11 12 13 14 15 16
10 11 12 13 14 15 16 1710 11 12 13 14 15 16 17 18 19 20 21 22 24 26 29 32 35 39 43 47 52
Average = 20
A “Realistic” Duration8 9 10 11 12 13
7 8 9 10 11 12 13 14 15 167 8 9 10 11 12 13 14 15 16 17 18 19 21 23 25 28 31 34 37
Average = 15
A “Realistic” Duration4 5 6 7 8 9 10
3 4 5 6 7 8 9 10 11 12 3 4 5 6 7 8 9 10 11 12 13 14 15 16 18 20 22 24 26
Average = 10
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The Student Syndrome
Level of Effort
Task Scheduled,Available Start Date Task Scheduled
Completion Date
XMurphy
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Delays Are Passed On Gains Are Not
Task A5 Days
Task B5 Days
Task C5 Days
Task D10 Days
Merging paths don’t allow us to benefit from tasks completed early - What’s the impact on the total project if Task A is done in only 3 days?What if Task C takes 8 days?What if Tasks A, B, and C, through some miracle, all get done in 2 days? (Will Task D be ready to start 3 days early?)
Task A5 Days
Task B5 Days
Task C5 Days
Task D10 Days
3
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Current
A
B
C
D
E
F
G
50 d
All tasks 10 days long
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Future
A
B
C
D
E
F
G
50 d
All tasks 8 days longPB 10 days longFB 4 days long
PB
FB
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ActWatch
Zone 1Zone 2Zone 3
Plan
Buffer Management is the control mechanism for Lean Construction Project Management.
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Winchester - Buffer Chart
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Progress (Time)
Buf
fer C
onsu
med
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MoJ Projects - Buffer Chart
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Progress (Time)
Am
ount
of B
uffe
r Con
sum
ed (%
)
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Incentivising programme
Month 3 Month 5 Month 7
100%40%0%
valuation = 50 buffer status “amber” interim payment = 50 – 40%x10 = 46
valuation = 70 buffer status “amber” interim payment = 70 – 100%x10+4=64
4
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Activity measurement
Task Monitoring
0%10%20%30%40%50%60%70%80%90%
100%
23 M
ay 20
08
30 M
ay 200
8
06 Ju
ne 20
08
13 Ju
ne 20
08
20 Ju
ne 20
08
27 Ju
ne 20
08
04 Ju
ly 20
08
11 Ju
ly 20
08
18 Ju
ly 20
08
25 Ju
ly 20
08
01 Aug
ust 200
8
08 Aug
ust 200
8
15 Aug
ust 200
8
22 Aug
ust 200
8
29 Aug
ust 200
8
19 Sep
tembe
r 200
8
26 Sep
tembe
r 200
8
03 O
ctobe
r 2008
10 O
ctobe
r 2008
17 O
ctobe
r 2008
24 O
ctobe
r 2008
Week Ending
% o
f tas
ks th
at c
ompl
eted
in th
at w
eek
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Lack of Materials14%
Plant Shortage8%
Plant Breakdown6%
H&S, QA3%
Poor Outputs9%
Weather4%
New Instruction0%
Manpower Shortage21%
Quality - Workmanship & Materials
11%
Programme Incorrect/Too Optimistic
9%
Unforseen Ground Conditions2%
Miscellaneous2%Design/Drawing Error
1%
Setting Out7%
Lack of Information3%
Reasons for Delay
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PreparationProject Name : The Westminster Central Hall
Section Manager: PE
MSP ID Activity / Task
READ
Y
Spec
ifica
tion
Draw
ings
and
des
ign
Met
hod
Stat
emen
t
Appr
oval
setti
ng o
ut
Tem
pora
ry W
orks
Man
pow
er
Mat
eria
l
Plan
t
Smal
l too
ls
H&S,
QA
Actions Required
Assi
gned
to
Due
Date
Task 3 - Core G (new lift shaft)66 Demo stair core G
67 Form lift shaft pits
68 Erect Internal bird cage scaffolding
69 Commence Padstones/ steelwork
74 Install new door lintels
75 Make new door openings
Task 14 - North light well253 Cast iron pipework remove & install
254 Continue Remove & Install new cast iron pipes
255 Refurbish windows
Preperation Categories
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Weekly Plan & Delay Information
Project Name : The Westminster Central Hall
Section Manager: Peter Epps
ID Task Com
plet
e (Y
/N)
Mon
day
Tues
day
Wed
nesd
ay
Thur
sday
Frid
ay
Sat
urda
y
Lack
of i
nfor
mat
ion
setti
ng o
ut
Lack
of m
ater
ials
Pla
nt s
horta
ge
Pla
nt b
reak
dow
n
Man
pow
er s
hort
age
H&
S, Q
A
Poo
r ou
tput
s
Wea
ther
New
inst
ruct
ion
Task 3 - Core G (new lift shaft)
66 Demo stair core G
67 Form lift shaft pits
74 Install new door lintels
Task 14 - North light well
253 Cast iron pipework remove & install
254 Continue Remove & Install new cast iron pipes
255 Refurbish windows
Reasons for DelayWC: 28 Feb 2005
© Copyright LEAN THINKING LTD
It is basically planning, execution to plan, monitoring, learning and replanning if necessary in order to deliver an output (product or
service).
Is Project Delivery: Art or Science?
What is Project Management?
© Copyright LEAN THINKING LTD
Innovative Project Management System to Maximise Value
Ali Mafi
Lean Thinking [email protected]