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Lean is a culture of respect and continuous improvement aimed at creating more value for the client while identifying and eliminating waste.
Lean Design and Construction is a philosophy based on the concepts of lean manufacturing. It is about managing and improving the planning, design and construction processes to profitably deliver what the client needs. It promotes an integrated project delivery approach in managing a project, with a focus on optimizing the project as a whole rather than its individual parts.
By looking at the project as a production system, the lean approach emphasizes ﬂow, continuous improvement, the elimination of waste, and the generation of value for the customer throughout the project lifecycle.
Applying lean tools enable organizations to deliver radical performance improvement in the form of faster completion, lesser rework, reduction in variation orders and higher quality projects.
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Lean Design and Construction is supported by a set of lean principles that provide a framework for creating an effective and efficient organization. Lean helps to discover and eliminate waste in the work processes and deliver better value for the clients.
The principles encourage creating better flow in work processes and developing a continuous improvement culture. By practicing lean principles, organizations can remain competitive, increase the value delivered to their clients, optimizes the operating cost, and increase their profitability.
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Collaborative Planning System is a combination of Pull Planning, Last Planner® System and Integrated Project Delivery methodologies based on lean principles and practices. The system aims to manage and improve design and construction processes to achieve a continuous workflow that is reliable and predictable.
The cornerstone of lean design and construction is collaboration between all parties involved: client, architect, engineers, main contractor, subcontractors, and suppliers. Everyone involved must be engaged and work together to create value for the client by improving processes and eliminating waste.
The key success factor for productivity and profitability of construction projects is for collective planning with project operations team and not solely done by project managers and planners.
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Pull planning is a scheduling method where you start from the end goal, the completed project, and work backward to identify and review milestones, break the project down into phases and create a weekly work plan. Pull planning is a collaborative effort where project stakeholders work together to identify essential tasks and everything gets mapped out on a plan board or on a digital pull planning software. The schedule is reviewed as work progresses to adjust the weekly work plan to ensure that project milestones are being met on time.
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The Last Planner® System was developed by the Lean Construction Institute, is a lean production planning system that involves five conversations of collaboration comprising of milestone planning, pull planning, look-ahead and make-ready planning with constraint analysis, weekly work planning based upon reliable promises, and learning based upon analysis of plan percent complete and reasons for variance and making continuous improvement.
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Integrated Project Delivery is a collaborative delivery method that focuses on utilizing the experience, knowledge and insights from the project stakeholders on the project to create value and eliminate waste through all phases of the project from design to construction. Integrated Project Delivery often involves forming a multi-party agreement where the key players execute a single contract and requires a high level of trust and openness.
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Lean 5S is a system, a philosophy, and a culture. Lean 5S shows the way of organizing and managing the workplace with the intent to improve efficiency and safety by eliminating waste, improving workflow, reducing process uncertainties and eliminating hazards. It sets the foundation for lean construction, reducing operational waste and creating value for clients.
Visual management is the key to a successful 5S program. COLOR adds variety to the workplace and makes for quick and easy identification. By applying visual management principles, the office and project site environment will be cleaner, more organized and easier to manage.
The Lean 5S help to see problems and act on them. The principles are described below in a simple manner for easy understanding.
Organizations should develop a Lean 5S System that will make their workplace efficient and free from waste based on the lean 5S principles. It starts with evaluating the entire office and project sites. Once the Lean 5S System is implemented, the commitment and discipline to practice 5S repeatedly is paramount to sustain the system and realize the benefits.
Gemba – The Japanese word for “the real place” or where the work takes place.
Kaizen – The Japanese words “kai” which means “change” and “zen” which means “good”. Kaizen has come to mean the philosophy of continuous improvement.
Gemba Kaizen is a practice of observation, collaboration and improvement at the place where work is being done. Leaders and managers should frequently be present and observe the work of the organization when and where it takes place. Going Gemba-Kaizen helps to see how things are really done and where there is opportunity to eliminate or reduce waste.
This continuous improvement events help align to customer expectations, develop people, improve processes and apply technologies to meet business goals and create a sustainable business growth.
Organizations should view continuous improvement as a business strategy which determines where the organizations are today and where they intend to be tomorrow.
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