Lean Construction 3 Inokuma

8/12/2019 Lean Construction 3 Inokuma

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Japan Federat ion of Const ruct ion Management Engineers Assoc iations

Executive Director, JCM, Japan(Japan Federation of

Construction Management Engineers Associations)

Akira Inokuma, Dr.

What is Lean Construction?(with one of the Japanese trials for higher

productivity / Information Sharing System)


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1. What is Lean Construction?1.1 Brief History of Lean Construction

and background of this paperToyota Production

System

(established inJapan)

Manufacturing

industry

(U.S. & Others)

Construction

industry

(U.S. & Others)

Construction

industry

(Japan)

1980s

1990s

Today


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1.2 Toyota Production SystemTPS, ref Taiichi Oono, Toyota seisan housiki, 1978)

Two key pillars of

Toyota Production System

Just-in-time

Productivity

Jidoka

(Self-control system)Quality

Examples of TPS Best Practices


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Just-in-timeProductivity

Just-in-time means thateachmanufacturing process provides as many

products as the next process requires (Pull

system).

Kanban ( an order to produce or to transport)

is used for Just-in-time with its rules like that

kanban prohibits producing goods without a

kanban.

Production leveling in responding to the

diverse demands


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Examples of TPS Best Practices

Repeat why, 5 times

Within the usual cycle individual play is required,

but in such cases as individual delay or between the

cycles mutual assisting and team play is required.Kanban has only necessary information of

production or transportation.

Do not make isolated islands, because in that casewe cannot help each other.

Standardize the work protocol. It includes takt

(cycle time), work sequence and inventory in a cycle.


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1.3 Lean Construction

Two key conceptsin lean construction

Just-in-time

Same as TPS

Self-control system

Same as TPS

Work standardization

Eliminates waste of

delivery time

Cooperation and

improvementLast Planner System

Restart to manufacture

products after problems are

resolved.

Improvement of Owner side Alliance order system

(Information sharing system)


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LIPS 2013 8

1.4.1 Definitions at present Lean is a way to design production systems

to minimize waste of materials, time, and effort in

order to generate the maximum possible amount of

value.by L Koskela et.al ,The foundations of lean construction, 2002

Lean construction is a philosophy based on

the concepts of lean manufacturing. It is aboutmanaging and improving the construction process to

profitably deliver what the customer needs.by Constructing Excellence (association in U.K.) Lean Construction, 2004

1.4 Definition of lean construction


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JCM

LIPS 2013 10

Are they Enough? construction site?

So to speak Cultural things?


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1.4.3 Proposed definition and further questions Lean construction is the construction

method to pursue no-waste productivity (condition

1) and assure the necessary quality (condition 2)

through the lean practices (condition 3 ).

To clarify lean practices more, we could add

some examples of practices such asminimizing the waste, production leveling or

multi process operation.


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This leads us to another question:

For example,1. If we take critical pass method into lean

construction because it surely

contributes to no waste, we have to takealmost all the fields of construction

management into lean construction,

which means that lean construction is

construction management.

Another field we should consider is IT.

We cannot take all means of IT into lean.


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2. To solve 1 above, we could examine theconnection between the field at issue

and one relevant practice of the leanbest practices. For this we shouldidentify all the practices first.

3. TPS is born in a pure-private factory ofmass production.

So public sector is the field we should

add in application of lean method toconstruction industry. And some part ofTPS might be difficult to apply to publicworks.


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2. One of the Japanese trials for higher productivity /Information Sharing System2.1 Information Sharing System

Contractor

1. Submit thedocuments.

4. Do the electronicdocument delivery.

Owner

2. Check thedocuments andmake the

approval.4. Perform the

electronicinspection.

3.ScheduleManagement

1, 2Documents

3.OnlineBulletin

Internet

Concept of Information Sharing System


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2.2 Trial Run of the Information Sharing System and Evaluation

Year

1,100

1,500

3,300

6,200

Year

1,100

1,500

3,300

6,200

Number of Trial Runs of the Information Sharing System in MLIT

2009 2010 2011 2012


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By Contractor BOwner(by the JCM - 2012) (seminar by Jacic)

Evaluation of the Information Sharing System

Don't Feelthe Necessity

5%

Needto be

Improved

19%

Still Hard

to Evaluate

34%

VerySatisfied

6%

VeryUnsatisfied

6%

NotSatisfied

29%A LittleSatisfied

59%

VeryGood

42%


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LIPS 2013 17

Toyota Production System(Ref: Toyota Motor Corporation official site:http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/)

A production system which is steeped in the philosophy

of the complete elimination of all waste imbuing all

aspects of production in pursuit of the most efficient

methods.

Toyota Motor Corporations vehicle production system is a

way of making things that is sometimes referred to as a

lean manufacturing system or a Just-in-Time (JIT)system, and has come to be well known and studied

worldwide.
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/


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This production control system has been established based onmany years of continuous improvements, with the objective

of making the vehicles ordered by customers in the quickestand most efficient way, in order to deliver the vehicles asquickly as possible.

The Toyota Production System (TPS) was established based ontwo concepts: The first is called jidoka (which can beloosely translated as automation with a human touch)which means that when a problem occurs, the equipmentstops immediately, preventing defective products from beingproduced; The second is the concept of Just-in-Time, inwhich each process produces only what is needed by the

next process in a continuous flow.Based on the basic philosophies of jidoka and Just-in-Time, the

TPS can efficiently and quickly produce vehicles of soundquality, one at a time, that fully satisfy customerrequirements.


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LIPS 2013 19

Jidoka

TPS Concept

Highlighting / visualization ofproblems- Quality must be built in during

the manufacturing process! -If equipment malfunction or a

defective part is discovered, the

affected machine automatically

stops, and operators cease

production and correct the problem.

For the Just-in-Time system to

function, all of the parts that are

made and supplied must meet

predetermined quality standards.

This is achieved through jidoka.

Jidoka Productivity improvement- Making only what is needed,when it is needed, and in the

amount needed!

Producing quality products

efficiently through the complete

elimination of waste,

inconsistencies, and unreasonable

requirements on the production line.

In order to deliver a vehicle orderedby a customer as quickly as

possible, the vehicle is efficiently

built within the shortest possible

period of time by adhering to the

following:

Just-in-Time
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.htmlhttp://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.htmlhttp://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.html


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1. When a vehicle order is received, a production

instruction must be issued to the beginning of thevehicle production line as soon as possible.

2. The assembly line must be stocked with required

number of all needed parts so that any type of ordered

vehicle can be assembled.

3. The assembly line must replace the parts used by

retrieving the same number of parts from the parts-

producing process (the preceding process).

4. The preceding process must be stocked with small

numbers of all types of parts and produce only the

numbers of parts that were retrieved by an operator

from the next process.

Just-in-Time

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