LEAN CONSTRUCTION PROCEDURES (LCP®)

Theory of Constraints (TOC)

TOC - every organisation has - at any given point in time - at least one dominant constraint which limits the system's performance relative to its goal.

These constraints can be broadly classified as either an internal constraint or a external (market) constraint. In order to manage the performance of the system, the constraint must be identified and managed correctly. Over time the constraint may change (e.g., because the previous constraint was managed successfully, or because of a changing environment) and the analysis starts again

The chain could represent either;

• A whole organisation or department
• A process or system
• A unique task

This would define the environment in which a constraint existed. By defining the environment in which a constraint existed - it can be dealt with as below;

0	Identify the goal of the organisation or system.
1	Identify the constraint (the thing that prevents the organisation from obtaining more of the goal)
2	Decide how to exploit the constraint (make sure the constraint is doing things that the constraint uniquely does, and not doing things that it should not do)
3	Subordinate all other processes to above decision (align all other processes to the decision made above)
4	Elevate the constraint (if required, permanently increase capacity of the constraint)
5	If, as a result of these steps, the constraint has moved, return to Step 1. Don't let Inertia become the constraint.

Identification is very important if they are to be dealt with - obvious! How is this best tackled? A first approach is by recognising where they come from - this enables a more effective strategy to be developed.

1 Production - It could be the case that these are External or Internal to the environment being considered.

2 Politic / System - This can lead to some clarity in the approach taken by a team removing or lessening the effects of the constraint.

3 People - A simple Metric below shows this approach - and forms a traffic light system against the resistance.

The values can then be used in a balanced score card against weighted effect of the constraints to produce a privatised action list. From our experience, item 3 (People factors) is evident in some form and may prove to be the dominant cause resisting removal!

Map and categorise these once they are identified.

	PRODUCTION	POLITIC	PEOPLE
INTERNAL	10	15	20
EXTERNAL	5	10	15
NO BLAME	0	5	10

Root Cause Analysis (RCA) - is key to uncovering the constraint.

Construction Myths and Legends

Theres nothing stopping us getting things done apart from no overtime, too many meetings, and guys that don't understand real construction. Paper pushers with pens - no use at all. leave us to it and the job would be done in half the time - nobody understands that.