report on 12th annual lci congress
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REPORT ON TH 12TH
ANNUAL LEAN CONSTRUCTION CONGRESS
Title of Congress : 12th
Annual Lean Construction Congress
Date : 19th to 22nd of October 2010
Venue : Millennium Harvest House Hotel, Boulder, Co., USA
Attendee : Frank Barnes
Senior Engineer,
Frank is a member of the Lean Construction Institute since 2009
I. PURPOSE OF THE CONGRESS
The Lean construction congress held annually is organized
by the Lean Construction Institute1
(LCI), a non-profit
research institute.
The congress brought together professionals in the design
and construction industry currently using lean construction
techniques or learning about them, and academics on theleading edge of this new approach to managing the project
delivery process.
The format of the congress provided these lean practitioners
a forum to share their efforts and success stories on how
their firms and institutions in the US and other parts of the
world improved their overall project performance by
implementing lean construction practices.
II. HIGHLIGHTS OF THE CONGRESS
a. DAY 1- Introduction Seminar: Lean Construction Basics
Led by Greg Howell (co-founder of LCI) and co-chaired by Will Lichtig (Hanson Bridgett) ,The congress kicked
off on Tuesday (19/10) with a full-day training workshop entitled “Introduction to Lean Construction”. The
highlights of the workshop were as follows:
• Brief introduction to Lean construction was done. With Greg Howell gave a quick overview of what is
Lean Construction.
• The concept of the PDCA cycle (plan, do, check, act) was introduce as a starting point to lean : Plan
refers to select work process to study, assemble people, analyze process steps, brainstorm how toeliminate steps, check for safety, quality and productivity. Do means to try out ideas on the first run.
Check is to describe and measure what actually happens. Act refers to reconvene the team, and
communicate the improved method and performance as the standard to meet.
• The Three Connected Opportunities of lean construction: impeccable coordination, production system
design and collective enterprise was shared as a new way and coherent way to manage work in projects.
1 All text in underlined are hyperlinked. Just navigate the pointer over text and press Ctrl+ follow link
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• Examples of Lean Construction projects were shared showing the metrics against similar projects built
with traditional project management methods.
• The Parade Game was played. This game
illustrates the impacts that workflow
variability has on the performance of
construction trades and their successors.
Reducing workflow variability will;improves total system performance, makes
project outcomes more predictable,
simplifies coordination and reveals new
opportunities for improvement.
• Greg Howell shared a brief history of project management and the evolvement of Lean Construction
Management.
• The Last Planner System® (LPS)was briefly revisited. The last planner system is a production planning
and control system developed by LCI. It is best described as a series of 5 connected conversations;
Master Scheduling (Should) >Phase “Pull” Planning (Should)>Make Ready Work Planning (can)>Weekly
Work Planning (will)>Learning (did). A key measure of the success of the Last Planner system is PPC.
This measures the Percentage of Promises Completed on time. As PPC increases. Project productivity and
profitability increase, with step changes at around 70% and 85%. This score is measured site-wide and
displayed around the site. Weekly measures are used by the project and by individual suppliers as the
basis for learning how to improve the predictability of the work programme and hence the PPC scores.
LPS is one of the most widely used tools by lean practitioners throughout the world.
• The second game played was the Airplane
Production Game. The purpose of this Lean
game is to get the participants to realize the
power and benefits of creating flow in the
working processes. The game is played in
four rounds each of them demonstrating
traditional layout, cell layout, single-unit
flow with pull, and balanced single-unit pull
production, respectively. The main product
in the“factory” is an airplane built by LEGO
bricks.
• Other subjects covered were namely;
o Muda: The Seven(7) Deadly Types of waste
o The key features of Lean Production Systems on Projects
o The Lean Project Delivery System
o The 5 Big ideas of Lean Construction
o Target Value Design
o The Silent Squares Game
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b. DAY 2 & 3- Reports & Presentations on Lean Construction
• Congress sessions on Wednesday, October 20th, and Thursday, October 21st, included reports and
presentations from owners and their project teams, companies undergoing a lean transformation, project
reports, advances in lean construction practices, and International and LCI Chapter reports. Please see
appendix A (page 6) for more information on these presentations. The same will be made available to me
LCI in due course, and will be shared accordingly in or by request.
• On Wednesday, October 20th a new book written by Lincoln Forbes and Syed M. Ahmed was launched.
The book is entitled- Modern Construction: Lean Project Delivery and Integrated Practices. This book
provides a solid foundation for lean construction by explaining its historical development and leads
readers through its ongoing evolution. It covers methodologies that are not usually found in one reference
and links them together so that they supports each other- lean methods, quality management, six sigma,
LEED, etc.
c. DAY 4- Lean Leadership
• Friday, October 22nd, featured Learning Sessions in the morning and a Reflection Session in the
afternoon to revisit "Taking the Industry Lean: Issues and Implications." During the reflection session the
directors of LCI pledge their commitment guide formation of LCI chapters throughout the Caribbean over
the net twelve(12) months. Appendix A (page 5) contains details on the presentations done throughout the
day. These presentations will be made available to me by LCI and will be shared accordingly in due
course or by request.
II. INSIGHTS AND LEARNINGS
During my few days attending the congress my takeaways (insights and learning) could be summarized by the
following jottings;
• “Do your planning in increasing levels of detail the closer you get to the work. This is call the “last
responsible moment”
• “How can you do things just-in-time if you don’t know what time it is?”
• “There is only one thing we can do to improve, it is to do”
• “Contingency is waste”
• “Learning involves taking out the contingencies which were buried in the estimate”
• “No one can achieve the outcome unless all achieve it- we all finish together”
• “If you can’t say no, you cannot make a reliable promise”
• “All plans are forecast and all forecast are wrong”
• “The Last planner® is a planning & control system and not a scheduling g system and therefore does
not replace the latter”
• In Lean there are no Subcontractors- but instead “Trade Partners/Trade Contractors”
• “The IPD model is defined by; ONE Team, ONE Price, ONE Scope”
• “The Last Planner is very disruptive, but it works”
• “Successful change occurs when support is earned and execution is emphasized”• “Get the right people on the bus- not square pegs in round holes”
• “The two(2) non-negotiable principles of Toyota are; respect people and continuous improvement”
• “Teams are what make Lean”
• “If you can’t find a tool in 30 seconds you are not doing a good job”
• “EVERYTHING you do should be MEASURABLE”
• “Clash detection is waste”
• “Conflict is an opportunity to innovate”
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.
IV. MY LEAN GOALS BEYOUND OCTOBER 22ND 2010
a) Study and embrace the lean philosophy, Think Lean, live lean, learn and share the efforts and successes in a
formal and timely manner.b) Measure all activities/commitments/promises against time, cost, quality, safety and productivity(quantity-in-
place)
c) Initiate and encourage Kier Construction to become a corporate member of Lean Construction Institute(LCI)
and the International Group of Lean Construction(IGLC)
d) Initiate the formation of LCI Chapters in Jamaica, Trinidad and Barbados in 180 days
e) Initiate the hosting of a Lean Construction Seminar in partnership with the Jamaica Institution of Engineers
(JIE)and the Incorporated Masterbuilders Association of Jamaica(IMAJ) within the 90-days
f) Practice, teach, Initiate and lead the conscious introduction of lean construction practices into our current and
future projects within 30-days, namely the Last Planner System, PDCA, first run studies, etc.
V. OVER-ALL REMARKS
The congress was most enlightening for me, and for most part would be best describe as a WOW experience.
The interaction and discussions with lean practitioners from the USA, Finland, Australia, Germany, UK and
other parts of the world sharing their lean experiences was most encouraging and furthermore gave me the
confidence that we can do it – build it right, build it lean through the application of the 5 big ideas;
Collaborate, network of commitments, tightly coupling our actions with learning, optimizing the whole and
increase relatedness in our practice.
Prepared by:
FRANK J. BARNES
November 1, 2010
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APPENDIX A
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