LEAN CONSTRUCTION PROCEDURES (LCP®)

LEAN Value

The LEAN focus is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection.

Instead of constantly re-inventing business models, LEAN thinkers go back to basics by asking what the customer really perceives as value.

	Prepare a LEAN plan to move forward on what will be most appropriate for the project. Cascade to others try not to give an overload of initiatives to the team. Some tools will give better value than others. Be radical and effective. But bear in mind the need to SMART in the approach to GOALS. Develop the programme by working backwards.
	Instigate the ideas processes and systems - capture the data -and allow quality thinking time. Use a dynamic system for Risk Management. Look-a-head, give task visibility and ownership with process mapping
	Analyse trends through KPIs and improve in cycles. Drill down to the root cause of constraints. Expose the waste and recognise it. Check. for Value
	Repeat the operations and run through the PDCA procedure towards a cycle of continuous improvement. Keep the process dynamic and prepare for changes in measured steps. Be mindful about managing the resource. Avoid the sales pitch and beware of the pitfalls! Tackle Myths and Legends with evidence.

Setting GOALS and stressing important OBJECTIVES through STRATEGY makes sense - before they become urgent!

Construction Myths and Legends

Value is in the wage packet nothing else matters - does it? We always do our best - what more can be done? Management don't understand the real world. I do not feel valued so why should I care about Value - jargon - the industry is getting worse.