Lean Final

Traditional Pricing System

1. Develop Design 2. Find cost 3. Add margin 4. Establish price

Target Costing Procses

1. Establish price through market research 2. Subtract margin 3. Determine cost Price - Margin = cost

Weekly Workplan Process

1. Input = look-ahead plan; constraint log 2. Tools & Techniques = collaborative planning; shielding (quality check criteria) 3. Output = weekly work plan Commitment. No more updating.

Phase Schedule Process

1. Input = master schedule; specs + drawings 2. Tools & Techniques = collaborative planning (GC, SC, AE, O); stick notes; negotiation (how can I help you?/what do you need from me?) 3. Output = phased schedule (~2-3 mo) Goal: specify handoffs bw trades (crews) 1. Time to estimate (in detail) required crew sizes + durations (master uses historic #) by sub foremen/sups. 2. Develop logic network w/ backward pass (using colored sticky notes) 3. Make sure not to use any buffer when estimating duration of each task. - define deliverables and scope and estimate durations - develop logic networks using backward pass - apply unpadded durations to activities - negotiate logic & duration - allocate schedule buffer to critical and variable activities

Look-Ahead Process

1. Input = phase schedule; project status; lookahead plan (if available); constraint log (if available). 2. Tools & Techniques: collaborative meeting; Make-Ready Process (ID constraints, track); constraint analysis 3. Output: (Updated) 3-6 Wk look-ahead plan; (updated) constraint log 3-6 wks 1. Finalize/generate workflow workflow = crew + when to start + when to finish (in master schedule, each trade = workstation, in look-ahead, each specific crew = workstation) DEVELOP WEEKLY Project Last Planner Team only allows tasks to keep their scheduled dates if the team is confident all constraints will be removed in time

What is pull?

1. Production is triggered by your downstream crew/work station (internal constraint). Crew 1 only starts working when Crew 2 asks to produce = inventory eliminated. 2. Having downstream stakeholders (internal customers) involved in upstream decision making.

Principles in Target Costing/Target Value Design

1. Rather than estimate based on detailed design, design based on detailed estimate. 2. Rather than evaluate the constructability of a design, design for what is constructable. 3. Rather than design alone and then come for group reviews and decisions, work together to define the issues and produce decisions the design to those decisions. 4. Rather than work alone in separate rooms, work in pairs or a larger group face-to-face (colocation).

Target Value Design Procedure

1. Set target price. Owner/Consultant perform market study based on project size/location/function etc. $/sf. Find discount rate to account for savings resulting from TVD application ~10-12%. Target Price = Market Price + Discount 2. Two day TVD Workshop: allocate TVD to work packages in WBS. 3. Integrated Design + Value Engineering: check design status in shared BIM, GC updates price estimate v. target price, VE sessions

Quality Check Criteria for Weekly Work Plan

1. Soundness = all constraints removed 2. Sequence = best sequenced for your crew + downstream crew 3. Size = underloading is better than overloading

3 Criteria of Weekly Work Plan

1. Soundness: all constraints are removed. 2. Sequence: Successor is ready to perform. 3. Size: crew's capacity > load of assignment.

Why is workflow unreliable?

1. inventory 2. waiting 3. actual duration different from planned duration -- crew productivity, materials/tools not close by, material waste

phase schedule

2-3 month long schedule

Project Delivery System

- basis of reimbursement; contract type - how a contractor is reimbursed; how the contract amount is determined and reimbursed - types: lump-sum, cost plus, GMP (guaranteed maximum price), unit price, target price (EMP)

Types of materials

- bulk material - MTO (make-to-order) product - ETO (engineered-to-order) product

What makes a project suitable for IPD?

- complex/innovative - uncertainy/large projects - needs ME in early design

OSC threats

- construction labor & small subcontractors (local trade unions, davis-bacon act) - high initial start-up cost (set up a factory) - construction education/training (digitalization)

Preconstruction Activities in Fast Track Projects (Contractors)

- design assist - value engineering - estimate - acquiring permissions

Why should OSC adopt lean principles/tools?

- design details should be frozen early - integrated design is a must - pull strategy is a must - streamline supply chain is a critical factor - pull design + target value design + last planner system - economic + increases reliability and relationships w/ suppliers - centralized production

Findings from full integration OSC

- early involvement from the GC in the design led to a series of estimates to establish cost & improving construtability - costs of the modulese themselves were covered by SLI as owner-furnished, contractor installed - the owner designs the project through a direct relationship with the architect based on the parameters of the modular system. These parameters are clearly discernible due to the direct relationship between the architect and the modular fabricator, who essential details the architect's design for them

Disadvantages of IPD

- early stages take longer - early involvement of consulting team and constructors means shifting costs up front - early involvement of constructors raises questions of 'best price' - industry resistance - regulatory resistance

Advantages of IPD

- effective value engineering - reduced RFI/COs - reduced significant total project costs and time - teamwork

Difficult to transact

- engineered and fabricated equipment - trade services and contracts - professional services

3Es

- everyone: team includes all players, inc. major subs - early: begins in SD, analysis and simulation - everything: information shared (BIM model)

Problems observed with VE in Design Build

- good ideas are held back with poor timing of major sub involvement-- no incentive to contribute, invited too late, decisions already made - timing and the opportunity for innovation among the trades were lost - designer/constructor disconnect - real installers are not involved in VE - such practices lead to tons of RFI/COs in construction phase

Project Delivery System Selection Method

- how a contractor is evaluated and selected - type: low bid, best value: costs, best value: fee, qualification based selection (QBS)

M4

- how to implement "pull" in design context - integrated design (collaboration + system thinking) - target value design (value engineering, integrated design, collocation) - CBA (choose-by-advantage)

M8

- implementation paths (organic/mechanical deployment) - cultural changes

How have organizations prepared to 'go lean'?

- in class training (education) - learning by doing (craft-based system)

Target Price/Estimated Maximum Price

- integrated project delivery -- IFOA (integrated form of agreement) -- concensus doc 300 (3 party agreement) - pain/gain sharing of risks and rewards - better for collaboration than GMP

M7

- integrated project delivery definition - IPD v. design-build v. CM at Risk (GCCM) - IPD's two mechanisms for Pain/Gain Sharing: EMP, shared at-risk pool - IPD v. IPD-ish (public projects)

Weaknesses of OSC

- lack of knowledge/best practices - quality/MEP connection - testing unavailable leads to additional time and resources - lack of design flexibility - the number of capable suppliers is still low - increased design change costs - people's perception

Common Reasons for Disruption/Constraints

- lack/unavailable materials - slow drawing approval

M1

- lean construction definition/goal - value (2 requirements) - waste (7 types)

IPD construction phase

- lean design principles (TVD, set-based design) - integrated design process

M6

- lean v OSC: how does each remove uncertainty? Lean principles applicable to OSC - types of OSC projects - attributes of OSC projects

Panelized Modular Construction

- more design flexibility + easier to transport than volumetric - exterior/interior walls and slab - integrated-panel system: MEP

How would you implement the LPS when you have all your work subcontracted?

- must get buy-in - must teach subs how

Findings from weak integration OSC

- not all modular parameters and design constraints were taken into account in the design - constructability issues were not addressed up front - a lack of deep coordination between the architect, modular fabricator, and contractor led to gaps in knowledge - with no direct or indirect relationships between these parties, the onu is on the contractor to ensure that the modular installation occurs successfully in the field.

Types of implementation paths

- organic deployment - mechanical deployment (bureaucratic, short-term wins)

Components of IPD

- organization (project delivery system) - early involvement of specialty contractors - commercial terms (contract)-- EMP or GMP/shared pool - selection method: QBS or BV w fee

What makes a project integrated?

- organizational integration - alignment of interests - use of lean/BIM

What elements of the design process influence selection of the project delivery system?

- project characteristics (complexity, uncertainty) - project requirements (budget, schedule) - owner/market (owner eligibility, resources, capability, AEC)

OSC opportunities

- project costs - social capital redistribution - new jobs and new businesses

Design phase in IPD

- reliable planning (LPS) - BIM - target value design (collocation, ve, integrated design)

design-build

- single contract for the owner - improved coordination/communication between design and construction - fast-tracking: construction can start w/o 100% complete CDs - best-value selection

Strengths of OSC

- speed - construction cost certainty: less uncertainty about construction costs (Drivers: repeated use of material + labor, 100% detailed fabrication shop drawings confirmed before construction begins, less uncertainty about on-site labor productivity) - construction quality + low ORM (operation, repair, maintenance) costs - environmental impacts (drivers: efficient use of material and equipment, design charette for sustainable design and construction, % of recycle when dismantled) - social level (less disruption for neighbors and commuters - shortened construction duration, reduced noise and dust; effective measure for workforce shortage and increased labor wage - 60-80% on-site workforce reduced)

M5

- supply chain management definition/attributes - 3 types of construction products (bulk, MTO, ETO) - push v. pull - pull for bulk products: kanban (2 types) - pull for ETO products: pull equation = leadtime < reliable plan window

Findings from partial integration OSC

- through the existing relationship between the Owner and modular fabricator, the modular fabricator understood the needs of the owner - the modular fabricator was able to work with the architect through an indirect relationship to ensure that the design adhered to their modular system parameters - through the direct relationship with modular fabricator, the contractor was able to ensure a seamless process of module procurement, shipping and installation - the weaker tie between the architect and fabricator presented risks - the owner must play a greater role in informing the design team of the constraints of the particular modular system due to a lack of direct relationship between modular fabricator and the architect - the owner is in charge of coordination between the former two parties in the creation of the overall design - the feedback loop between the construction and design team present in the first relationship is no longer evident here as the design team is less able to react to constructability issues due to the lack of direct relationship with modular fabricator

Easy to transact

- tools and consumables - bulks and commodities - catalog-specific equipment and materials

Systems Thinking in Integrated Design

- tradeoffs and synergies of the following major elements are thoroughly discussed in the joint meetings before making design decisions - impacts of design decisions across relevant systems are discussed before making design decisions - impacts of design decisions over the project lifecycle are discussed before making design decisions (e.g. maintenance costs)

design-bid-build

- traditional - design is fixed before a contractor is selected - popular on public projects (for low bid)

Public IPD projects

- usually in the form of design-build or GCCM with an addendum - many public laws forbid multi-party agreements (incl WA)

Types of offsite construction

- volumetric modular - panelized modular - componentized modular

What is organizational culture?

- what we see: artifacts & behavior - what they say: norms and values - what they believe: underlying assumptions

traditional paradigms in AEC

- win-win is an illusion. what counts is that I win. - social factors are interesting, but don't really matter - important is result, not means - you can manage the project by managing contracts - transfer of risk makes risk go away - project control focuses on how to reduce duration and unit cost of each activity first v. project control focuses on work-flow reliability (planning reliability) - risks are not removed. they should be allocated or transferred through contracts v. risks can be minimized if all stakeholders collaborate and share their expertise in early design - frontline managers are to just forward production schedule to their crew and push them v. they should be empowered to lead short term schedule since they know the capacity of their crew more than anyone

M2/3

- workflow; workflow reliability - last planner system principles: make-ready process (3-wk lookahead), shielding (WWP; 3S = sound, sequence, size), learning (PCR, PPC) - EVM v. LPS: SPI, CPI; PPC, PCR

CV

Cost Variance = difference between the budgeted and actual costs of work performed = CV = BCWP - ACWP = CPI (Cost Performance Index) = BCWP/ACWP

Why do you think the cost certainty is increased in OSC projects?

Cost certainty is increased in OSC projects because of (1) predictability of means and methods (repeated use of material and labor in modular production) (2) extensive and complete pre-project planning (detailed fabrication shop drawings 100% complete prior to construction start), and (3) reduced operations in variable conditions (less on-site labor = reduced variability in productivity)

Who should an A/E (AOR, architect on Record) work with in DD to avoid change order in volumetric modular construction?

D. Modular fabricator

Types of Waste

DOWNTIME - defects - overproduction - waiting - transportation - inventory - motion - excessive processing

CBA Principles

Decisions must be anchored to relevant facts. Stakeholders contribute relevant subjective data (decisions based upon stakeholder values). Decisions must be based on the importance of advantages.

Calculate the total compensation to the project team under EMP contract (4-1)

EMP = $155M COW = PD + PO = $140M + $5M = $145M Fee = 5% of COW = $7.25M Actual Price = $7.25M + $145M = $152.25 < EMP We have savings! Savings 40%. $152.25 + (155-152.25)*.4 = $153.35M

Calculate the total compensation to the project team under EMP contract (4-2)

EMP = $155M COW = PD + PO = $159M + $8M = $167M COW > EMP, no savings. Total compensation = COW = $167M

Pull System in Design

GC + Subs involved in design decisions

This question is based on the reading material of M5 (Kim et al 2007) of the coursepack. Why did GS E&C push for vertical integration in implementing rebar pull system?

GS E&C vertically integrated their rebar pull system to improve predictability of site demand for deliveries. By aligning the supply and demand systems through vertical integration, GS E&C could effectively use JIT on their projects. Through ownership of rebar processing plans, GS E&C could reduce the lead time and better control the quality of the product.

Integrated Design

= collaboration + systems-thinking collaboration = effective communication + mutual respect + tech for model sharing (BIM, Revit, etc.) Systems Thinking = tradeoffs bw disciplines + life cycle cost

Last Planner Principles

Assumption: all plans are forecasts and most forecasts are wrong. The longer the forecast, the more wrong it is. The more detailed the forecast, the more wrong it is. CPM Front-End Schedule: Plan in greater detail as you get closer to doing the work. Produce plans collaboratively with those who will do the work. Make-Ready Process/3-6 wk look ahead: reveal and remove constraints and planned tasks Make reliable promises = before releasing weekly work plan, make sure everything is ready -- all constraints are removed. If you don't keep your promise -> generate variance -> variance injected into workflow -> behind schedule, cost overrun Learn from breakdowns = failures = differences from plan

BCWP

Budgeted Cost of Work Performed = budgeted value of work performed in a specified period of time

BCWS

Budgeted Cost of Work Scheduled = budgeted value of work scheduled to be performed

List two types of Kanban and describe when each type of Kanban is used.

A production kanban is issued by the supermarket when the level of inventory reaches a safety stock level. A withdrawal kanban is issued by the customer. Only when a customer signals that they are ready to work or expect to work is the withdrawal kanban used.

Define a "PUSH" strategy in terms of the release of work in the material management or production planning.

A push strategy schedules the release of work based on demand predictions, rather than system status.

Traditional Push System in Design

A/E releases drawings to GC + Subs when construction starts. GC + Subs = downstream stakeholders

Milestone Schedule

Goal: set milestone 1. Limited # of activities (~250, 50%) 2. Generate critical path 3. Only schedule that your client approves/adheres to (in the event of a change order or claim)

Overloading

Capacity (100 SY) < Load of Assignment (120 SY)

Underloading

Capacity (100 SY) > Load of Assignment (885 SY)

Activity-centered thinking v. workflow thinking

Activity: WBS. Assign time, money, responsibility. Track consumption. Workflow: CPM. Connects start and finish of tasks.

ACWP

Actual Cost of Work Performed = actual incurred cost

Types of Procurement

High complexity of commodity + low volume = general procurement (manage relationship) Low complexity of commodity + low volume = bidding, general purchasing/procurement High complexity of commodity + high volume = facade, ETO items (long-term alliance, collaborative) Low Complexity of commodity + high volume = preferred relationships, reliability more importance than price difference

IDP v. IPD

IDP = design process; design pull; owner is optional IPD = delivery system; complicated lean system; owner-driven

When is IDP (Integrated Design Process)

IPD (integrated project delivery) Cases where a contractor is asked to participate in design process (CM at risk, GCCM, Design Build)

Describe the context of a project that is suitable for IPD.

IPD is suitable for large projects with complex MEP structure, BIM requirements, and uncertain or ambiguous elements.

Inventory v. waiting

Inventory = waiting for work station to be available Waiting = for inventory

Which of the following is not a description of construction supply chain management?

It requires each stakeholder to optimize its resources to minimize his own resource.

ETO

Items that are purchased to be used for a particular purpose, as opposed to bulk materials. This includes materials that require detailed engineering data sheets. e.g. rebar, facade - shop drawing is required - rebar, curtain wall - engineering-fabrication-installation

How come measuring PPC can be a measure of workflow reliability?

Plan is a process of developing a workflow, therefore calculating plan reliability (PPC) is equivalent to measuring workflow reliability

Design System & VE

Level of collaboration bw design and construction 0: design-bid-build 1: CM@R 2: design-build

Is the last planner system a tool for improving productivity?

NO. Last planner is not a productivity improvement tool. Percent Planned Completion is NOT a measure of progress it is a measure of plan reliability.

Can you compare factors?

NO. They are unrelated & unanchored. Only advantages can be compared.

TVD Phases

Phase 1: team building, set a target price, allocate target price to each system (optional) Phase 2: IDP, VE, Colocation

SV

Schedule Variance = difference between the budgeted costs of work actually performed and the budgeted cost of the work scheduled to be performed = SV = BCWP - BCWS = SPI (Schedule Performance Index) = BCWP/BCWS

Traditional design phases

Schematic Design - Design Development - Construction Drawings

Off-site Construction

Schematic Design - Design Development - Construction Drawings - Modular Coordination - Fabrication Shop Drawings

What is typical project control?

Set a target -> monitor progress -> check variance. If negative, do something. There is no commitment to target goal.

Why should OSC use the pull method?

Push method is not integrated. Manufacturer joints during modular coordination which is inefficient-- you can expect redos and redisgns. Pull method incorporates the manufacturer earlier, reducing design time and change orders.

Which of the following is not an advantage of the IPD project compared to the non-IPD project?

Reduced design costs.

Goal of lean

eliminate variability. Have buffer.

Waiting

for inventory to arrive

Transportation

from shop to site

Types of OSC

high scale of complexity + mid scale of modules: fully serviced & finished panelized modules low scale of complexity + mid scale of modules: pre-finished panelized modules high scale of complexity + high scale of modules: fully serviced & finished volumetric modules low scale of complexity + mid scale of modules: pre-finished volumetric modules

make-ready process

identifying and removing constraints in a look-ahead planning process

MTO Product

catalog-specified equipment that don't need engineering. E.g. chiller/generator

Value

defined by customer Generated if two conditions are met: 1 - what a customer wants is delivered. 2 - when a customer wants

When is inventory good?

When production is unreliable. When productivity exceeds production. Flexibility to accommodate variability of production system.

List two strategies for a contractor to employ "PULL" strategy in managing its rebar supply chain.

The contractor can decrease the supplier's lead time, perhaps by selecting a local supplier to reduce time in transportation. The contractor can also increase the reliability of their look-ahead window, by educating subcontractors in the process and requiring buy-in, and establishing a last planner system. The look-ahead window reliability can be gauged by calculating the PCR and PPC.

What is lean construction?

a comprehensive management approach to project delivery based on organized set of principles & tools that enable project delivery system to STABILIZE project workflow for WASTE elimination Eliminate waste by stabilizing workflow.

workflow

a flow of processes through which a partial product (deliverable of each trade) passes from a start of construction to the end of construction schedule

Choosing by Advantages (CBA)

a method of decision-making considering all factors, especially non-monetary & subjective items - uses a specific vocab which helps to structure discussions consistently

colocation

a practice of assigning diverse design related groups for a project to one place to promote collaboration and effective communication

integrated project delivery

a project delivery method in which the interests of the primary team members are aligned in such a way that the members can be integrated for optimal project performance - mechanism to share risks and rewards

pull system

a pull system authorizes the release of work based on system status

push

a push system schedules the release of work based on demand prediction

Factors in Material Management

a supplier's lead time (length and reliabilty) - planning reliability (demand reliability = probability of change order) - size of storage area - price fluctuation

root-cause analysis

a systematic method of analyzing possible causes to determine the root cause of a problem. In the LPS 5 whys is a method of root-cause analysis

value engineering

a systematic method to modify design through collaborative efforts to reduce costs while keeping value to the owner. VE is a part of TVD.

Anchoring

all decisions, attributes, questions & importance must be based on (anchored to) relevant factual data - acquire correct data - organize data correctly - use the data correctly

constraint

any condition that prevents a task from starting on time (e.g. shop dwg approval)

How is value generated?

Two conditions: 1. what a customer wants 2. when a customer needs

Advantage

difference between attributes of two alternatives or benefit, gain improvement, betterment. objective. - e.g. quieter, more quiet, quietest - comparative words (-er or -est) OR with/without - if advantages are equal, they are not a basis for a decision - an advantage of one attribute is the disadvantage of another

Which of the following is not a component of IPD?

Use of sustainable design and construction.

Excessive processing

doing more than required

Factor

element for comparison for alternatives. Subjective. - usually many factors, chosen by stakeholders - cannot compare or rank factors - unrelated to each other, no anchoring - cost is not treated as a factor, but will be addressed in the last step in the CBA process e.g. phone voice quality, typing skill, years experience

layout

the arrangement of machines and equipment within a factory or construction site

Traditional v. IPD

the increased upfront cost of IPD makes up for the cost of traditional design changes down the line

Mechanics for pull

the lead time should be less than the look-ahead window. If PCR > 85% (2 wks) and PCR < 70% (3 wks), then reliable look ahead window = 2 Case 1: Lead time = 7 days. PO is issued when you identify a task in 2-week look ahead. Case 2: Lead time = 17 days. Must schedule earlier. Cannot pull. Strategies: - decrease supplier's lead time - increase reliable look-ahead window

Bob, a foreman, removed a task of erecting steel roof in his weekly plan because he thought that the materials would not be available on time. The quality criteria applied is...

soundness. A constraint of material availability is not removed.

Importance

stakeholders' subjective comparison of Advantages across all Alternatives & Factors - no score for least preferred advantages of each factor - identify one most preferred advantage to reach factor - maximum value for one paramount advantage - importance of the remaining advantages ranked in comparison to the paramount advantage

Total importance

sum of importance for one alternative. objective

kanban strategy

supermarket sends a production kanban. It's because the inventory is at the safety stock. The safety stock is a function of lead time and demand rate.

Leadtime

the amount of time between the placing of an order and the receipt of the goods ordered engineering + fab + shipment + waiting

Bulk material

materials manufactured to industry codes/standards, and purchased in quantity - material purchased in uniform lots and in quantity for distribution - no shop drawing is required - requires safety level of inventory

Motion v. Transportation

motion = movement on site transpo = movement from shop to site

criteria

must or want conditions of a factor. subjective. e.g. must have good typing skills, want good phone voice

kanban

order ticket - prevents overproduction but allows a tightly-bound inventory to build up between supplying and the customer process

PPC

percent planned completion = # assignments completed / # assigned Measure of PLAN reliability

Shielding

prevent uncertainty from flowing into crew

shielding

preventing the release work to production units because it does not meet quality criteria

Overproduction

produce too soon too fast, in greater quantities than is required

pull

production system that authorizes the release of work based on system status. In general, an internal customer asks a workstation to produce something when he needs it

What is offsite construction?

project business and delivery process involving the process of off-site manufacturing that changes the structure of product and processes, including organizational structure (roles and responsibility, project delivery method) and project delivery process (how products are designed and made). - 70-80% prefab - 20-30% on-site (earthwork, foundations, landscaping)

Which of the following is the major role of master scheduling in the Last Planner System?

provide milestone information

soundness

quality criterion for assignments that tests whether or not assignments have had all constraints removed

Why do we NOT like inventory?

quality: defects get lost in a huge pile. Poor QC, detection suffers. cost of design change: if overstocked, huge costs in addressing changes. increased working capital: takes up space --> congestion = labor interruption = decreased productivity

Typical SCM practices

rebar supply chain: - select a low-bid supplier - order in bulk (e.g. 20 days supply) - inventory on site for 20-30 days

What is the purpose of supply chain management?

satisfy the owner's needs while optimizing the system

How often is usually a lookahead schedule developed?

weekly

Pull Concept

work station #1 does not produce a product until work station #2 is ready to install and asks ("pulls").

Benefits of a reliable schedule

you can reduce order quantities and inventory because you trust the schedule

Traditional stakeholders

O, A/E, C

OSC Stakeholders

O, A/E, Modular Fabricator, C Modular fabricator takes on more risk than contractor

workstation

crew or trade who is in charge of specific tasks or processes in an assembly line

internal customer

crew or workstation who receives your deliverable in a linearly sequenced production

Collaboration in Integrated Design

cross-disciplinary - roles and responsibilities - all actors of the project cooperate across disciplines and agree on far-reaching decisions jointly from the beginning

Lean v. OSC

- Lean recognizes construction projects get more complex and uncertain while pressured for speed (=> more uncertainty and more risks on site) - Lean eliminates/reduces waste and uncertainty by improving workflow reliability - reliable + time/cost effective + quality - OSC recognizes similar risks on-site - OSC eliminates/reduces wastes and uncertainty by transferring the on-site tasks to off-site - reliable + time/cost effective + quality

Componentized modular

- MEP risers (can be used in volumetric or panelized or reg on-site)

OSC lessons learned

- a direct contractual relationship and familiarity must exist between the general contractor and modular fabricator - engaging an architect familiar with the modular system through a direct or indirect relationship is imperative - the more familiarity and relationships between the four stakeholders, the better the outcome of the project

kanban & pull

- a replenishment system designed to control production quantities - parts are taken and replenished only when needed and in the right amount - only what is needed, when it is needed and in the amount needed

Which of the following is not a benefit of modular construction projects?

C. Reduced project costs

Modular Coordination

Coordinating dimensions for which modular units are positione din the building

Integrated team concept

Core group: owner stakeholder, architect's PM, CMGC PM, owner's rep Integrated project delivery team landscape, framing, structural, steel, electrical, plumbing, site, civil, etc.

Which deployment type is suitable for which implementation path?

Organic deployment: from low level of application on few number of projects to high level of application on few number of projects. Mechanical deployment: from low level of application on few number of projects to low level of application on many projects

On Feb 5th (Fri), you (a front-line manager) released a weekly work plan (Feb 8~12) in which jobs #1,2,3,4, and 5 need to be completed. As of Feb 12th, your team completed jobs #1,2,3, and 6. Please calculate PPC (Percent Plan Completion).

PPC = # Assignments Completed/# Assignments Assigned = 3/5 = 60%

What are the five steps in design phase in case of modular construction projects?

(1)Schematic Design (2)Design Development (3)Construction Documents (4)Modular Coordination (5)Fabrication Shop Drawings

CM @ risk

- CMGC - fast track - two-staged delivery system - popular on commercial building projects

Volumetric Modular Construction

- Box-type) - wood-framed: low rise - steel-framed: mid or high rise - could also be concrete or CLT

What is the top obstacle for IPD in public projects?

Many state legislatures, including Washington state, prohibit non-competitive project delivery systems like IPD.

Last Planner System of Production Control

Master Schedule [SHOULD] = set milestones Pull Planning [SHOULD] = specify handoffs Look-Ahead Planning [CAN] = identify/remove constraints breakdown tasks Weekly Work Planning [WILL] = Promise Learning [DID] = measure PPC, act on reasons for failure to keep promises

PCR

Metric of Make-Ready Process Percent Constraint Removal = # tasks currently assigned for following week / $ that had previously been assigned for following week

Is actual quantity a measure of inventory?

No. e.g: A uses 20 tons/day B uses 2 tons/day = B carries 10 days of inventory 2 variables: actual physical quantity + rate of consumption

If PCR<85% and PPC<85%

Poor cost performance index, poor schedule performance index

If PCR>=85% and PPC>=85%

Positive cost performance index, positive schedule performance index

If PCR>=85% and PPC<85%

Positive schedule performance index, but be careful!

Production Planning

Process of matching capacity w/ loads of assignments

How to make sustainable improvements for lean?

Process: - commitment from top management (organization level) - integrated project delivery (project level) - culture + education + policy/law

attribute

character, quantity, quality of one alternative. objective. e.g. words per minute, phone manner, friendliness

CBA

choose by advantage. A method of decision-making consideration all factors without ranking (or weighing) the factors

RFI

common project management process whose purpose is to collect written information

Why do we not like offsite supply chain?

complex and uncertain - no supply chain champion controls the entire system

Inventory

too much material waiting for install raw material or partially completed product. WAITING FOR TASK.

OSC eliminates/reduces waste and uncertainty by

transferring the on-site tasks to off-site

Alternative

two or more people, things, or plans from which one is to be chosen e.g. choose steven, mary or alexis as receiptionist

Motion

unnecessary movement of parts ON site