how lean construction is transforming new … oz...time, money and culture how lean construction is...
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![Page 1: How Lean Construction is transforming New … Oz...Time, Money and Culture How Lean Construction is transforming New Zealand’s Construction Industry Amanda Warren, Industry Chair](https://reader034.vdocuments.site/reader034/viewer/2022042417/5f32645f95941e333d6345e8/html5/thumbnails/1.jpg)
Time, Money and Culture
How Lean Construction is transforming New Zealand’s Construction Industry
Amanda Warren, Industry Chair LCI NZ, Constructing Excellence NZ
Darron Monaghan, Business Systems Manager, Fletcher Construction
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Agenda
Current State
Response Outputs so far
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Construction productivity is lagging
$200k Average turnover for NZ construction company
Low technology uptake
Culture of single project ‘lowest cost tendering’
Ian Page, BRANZ
Current State
Ian Page, BRANZ
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Performance is getting better?Current State
2006 – Boom
2011 – Bust
2012 - Start of Boom
Current State
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The Wall of Work is coming here!
Ian Page, BRANZ
Current State
Christchurch Rebuild
‘Leaky Buildings’
RONs
Current State
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Industry ActivitiesResponse
Culture
Technologies
Relationships
Procurement
Knowledge Sharing
Innovation
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Lean Construction Response
Last PlannerTM
Waste Busting
5S
STOP
Yellow & Green Belts (PDCA)
Target Value Design (TVD)
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Last PlannerOutputs so far
Widely adopted
100% Success in delivery to TIME
Significant Culture Change
Last Planner has made
a huge impact.
We managed to pull
back the six weeks and
finish on programme. A
huge achievement!
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Waste Busting – Blue CardsOutputs so far
$$$M saved
Everyone engaged
Rewards and Recognition
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Target Value DesignOutputs so far
Nine Principles
Self Assessment
Next Steps
Measure more projects
Set Benchmarks
Use PDCA to improve
0%20%
40%60%
80%100%
8 . W O R K I N A B I G R O O M . …
6 . D E S I G N A N D D E T A I L I N T H E …
7 . W O R K I N S M A L L A N D …
1 . E N G A G E D E E P L Y W I T H T H E …
5 . C O N C U R R E N T L Y D E S I G N …
4 . C O L L A B O R A T I V E L Y P L A N …
2 . L E A D T H E D E S I G N E F F O R T …
3 . D E S I G N T O A D E T A I L E D …
9 . C O N D U C T R E T R O S P E C T I V E S …
T O T A L A V E R A G E
80%
78%
76%
75%
72%
70%
65%
58%
54%
70%
PROJECT SELF ASSESSMENT - TARGET
VALUE DESIGN BEHAVIOURS (56
DESIGNERS)
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Darron Monaghan
Lean Construction
in Practice
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What we did at WCA
– Training for Supervisors and Engineers.
– Lean Leadership Group
– Simple reporting system
– Developed Collateral
– Drove it daily
– Immediate feedback & recognition
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Site Waste Inspection (5S)
– Regular inspections.
– Any site walk a focus on waste and
stock control.
– A photograph would then be sent to
supervisors and engineers in the
area.
– Being measured kept them on their
toes.
– It became quite competitive
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Supervisor Training
– Once per week
– 1 hour over lunch
– Select a pertinent policy or procedure
– Up skill or refresh knowledge
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Success stories
Waterview Alliance :
– SAT programme –2 months behind to 2 days early
– Identified $2M+ of improvements in 1 year
– Average 42 work hours per week
– 86% improvement in safety results
20 AUGUST 2014
M2PP Alliance :
– Identified $1.2M+ of improvements in 3 months
Last Planner :
– Dowse to Petone
– Eastport
– VPT
– MHX
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Cultural benefits
• Open
• Engaged
• Committed
• Challenged
• Focused
• Work/life balance
• Valued
• Respected
• Happier
• Professional
• Safer
• Self reflection
20 AUGUST 2014
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Hurdles & Roadblocks
• We don’t build cars
• We already do that
• The other guy needs it, not me
• We don’t need it
• We’re doing well, why change?
• It won’t work here
• We’re different
20 AUGUST 2014
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Hurdles & Roadblocks
• Level of leadership commitment required
• It seems ‘too simple’
• Reward and recognition
• Can be hard to measure definitively
• Breaking the elephant down
– Where to start?
20 AUGUST 2014
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20 AUGUST 2014
• Develop a company wide strategy
• Continue training
• Spread the lessons learnt
Next Steps