ali mafi lean thinking ltd - ciriaciria.org/buildoffsite/pdf/bos lean 2009.pdf · marks &...

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© Copyright LEAN THINKING LTD

Innovative Project Management

Ali Mafi

Lean Thinking [email protected]


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


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:


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:


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?


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


By eliminating Waste

By creating Continuous Flow

How?


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


Which Time Are You Likely to promise?

Probability of Task Duration Time

Prob

abili

ty

Time


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


The Student Syndrome

Level of Effort

Task Scheduled,Available Start Date Task Scheduled

Completion Date

XMurphy


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


Current

A

B

C

D

E

F

G

50 d

All tasks 10 days long


Future

A

B

C

D

E

F

G

50 d

All tasks 8 days longPB 10 days longFB 4 days long

PB

FB


ActWatch

Zone 1Zone 2Zone 3

Plan

Buffer Management is the control mechanism for Lean Construction Project Management.


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


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 (%

)


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


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


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


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


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


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?


Innovative Project Management System to Maximise Value

Ali Mafi

Lean Thinking [email protected]

ali mafi lean thinking ltd - ciriaciria.org/buildoffsite/pdf/bos lean 2009.pdf · marks &...

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