LEAN CONSTRUCTION PROCEDURES (LCP®)
LEAN White board Ideas
- Ideas One
- Ideas Two
- Ideas Three
- Ideas Four
- ideas Five
- Ideas Six
- Ideas Seven
Board One
| No | TITLE | DESCRIPTION | LEAN VALUE | |
|---|---|---|---|---|
| 1 | Competition Counts |
Nothing wrong with promoting a high visible criteria for competing with perfection | Look to teams to compete between sites for "good" marks. Give visibility & don't forget reward. Well done is often left out! | |
| 2 | Back to the Shop Floor |
Spending a day with staff in a position far less senior than your current "Day Job"- let your management colleagues choose your role for the day | Finding out first-hand the problems and what the real issues are. | |
| 3 | Demote Staff one level |
Choose a team or group of workers and ask them to undertake the role they are line manager for. Choose a realistic time scale from a day to a week. | Learn the real issues that affect the role of those who you are supervising - do you really understand the problems and issues involved in their job? | |
| 4 | Demote Staff one level |
Choose a team or group of workers and ask them to undertake the role of their line manager. Choose a realistic time scale from a day to a week. | Gaining empathy with what your manager has to deal with - can you give greater support within the group to resolve the issues? What are the drivers, constraints and objectives placed upon the line management? | |
| 5 | Seek Opportunity over Risk |
Hold a session for those that are key Players involved in a task - ask their opinion on what the opportunities are - and how can they be maximised. | Focus is placed only on risk to - time, cost and quality. The session can be negative and opportunity is seldom discussed. This provides a game full of "snakes" with no "ladders" to climb. | |
| 6 | Capture Ideas |
Have a White board for ideas and capture the input - implement, act on and give feedback as to the success or otherwise of the initiatives. Start small with large gains. | Keep the organisation fresh and dynamic - good ideas are given a voice - peoples positive contribution is seen to be valued. Negative contribution becomes less the norm. High gain can be made from a few workable ideas. | |
| 7 | Hitting the "Nail on the Head" |
Asking the question about the VALUE of some of the procedures and systems that surround modern construction can be "life changing"! Ask a break-out team to take away single procedures and question if they can optimise them. | Recognising the true VALUE of what is being done over the WASTE of procedure for procedure sake - is an exciting challenge - The benefit to saved time and optimum efficiency can be huge. | |
| 8 | Last Planner in Action |
Hold a session for those that are key workers involved in a task - ask their opinion on how it can be improved or what constraints are involved. | Gain advice from the wealth of experience that those who do the tasks have - in most situations they will have done it before and will know the pitfalls and what can work best. | |
| 9 | When it's all Done |
Hold a session for those that are key workers involved in a task - ask their opinion on how it went. What can be improved or what constraints were involved? | Create a Learning environment and promote ideas and improvements. Often the time spent reviewing a completed task can add more value than is first apparent. Don't forget to review tasks that went well - rather than fall into a "blame culture" of what went wrong. | |
| 10 | Task in Progress |
When on site take time to ask about the Task in Progress - ask open questions and learn from those doing the job | Most rewarding of all simple techniques that we all forget to do! Discuss with others the issues and strengths of what they are doing - question how it may be improved during the task. Do we always understand what is being done and why? |
Board Two
| No | TITLE | DESCRIPTION | LEAN VALUE | |
|---|---|---|---|---|
| 11 | Task in Progress |
When on site take time to ask about the Task in Progress - ask open questions and learn from those doing the job. | Can be the most rewarding of all simple techniques that we all forget to do! Discuss with others the issues and strengths of what they are doing - question how it may be improved during the task. Do we always understand what is being done and why? | |
| 12 | Think in Groups |
Why try and plan alone? This is a frequent problem. It is vital to get the benefit of Others experience and Knowledge. This also achieves "buy in" and understanding of the planning. | The collective knowledge of the group is seldom fully utilised. Often the pressure of "time" to allow quality discussion is used to block the group from thinking ahead. Plan these sessions into the programme for Key Tasks. | |
| 13 | Simple is SMART |
Keep It Simple Stupid (KISS) seems more relevant to construction than the military - 4000 line programmes give less information as the logic gets fuzzy. Challenge over complicated presentation - Often it is to protect the Author from feeling stupid - and often it is plain wrong! | A simple plan is a well understood plan - this is less prone to confusion and error as to the important objectives and key critical tasks - It is also easier to change when challenged by "Murphy Law"! | |
| 14 | Safety First |
Safe working is usually easy working and right first time. Always focus the challenge can the task be made safer? - the answer is usually it becomes more efficient. | Safer working is more often quicker and easier - it also becomes the "norm" the more often it is done. | |
| 15 | Clean First |
Before a Task starts plan in time to Clean the work area - allow resource to complete this and HOLD the start till this is complete. Realise the importance of a Clean well prepared area. | A team that works within a CLEAN well prepared area will be much more efficient, than one working around debris and constraints. Task is completed safer, quicker and less cost. This allows the next task to start early. | |
| 16 | Talk about Waste |
Promote discussions about Waste - Learn to recognise it - and target reducing it. Sounds simple - but the truth is most of us don't recognise it and will walk past it! | Just by using the term and involving others in discussion will promote a heightened awareness of how much waste surrounds us. The waste of human effort, materials, movements, time, cost, and thinking about things before we have the facts to enable an intelligent decision! | |
| 17 | Look and ACT Smart |
Corporate clothing with a free laundry service is often an investment well spent. | A professional looking team has pride in its self and their work - and looks can mean everything! | |
| 18 | Third Party First Thinking |
Engaging with the third parties affected by the task will make the task less prone to unexpected constraints - often local knowledge is expert knowledge - | Construction staff should feel able to engage and inform third parties - often a simple card or leaflet will bring - thanks and unexpected efficiency to operations - and reward. | |
| 19 | Build out of the BOX |
Why construct the big easy structures first? Focus on the difficult interface work, tie-ins and matching to existing operations. These take time, can go wrong, and deserve the full team input. Often left to last with no time to think around or for error. | Plan right and the Project could finish as planned - on time. Most don't. Think about past projects and avoid leaving the hard bits to last. Can tricky interface work be started early - more often than not the answer is - yes. | |
| 20 | Email Last |
Email can cause confusion - are often less structured and considered. Often a discussion on the phone will achieve more than a dozen Email. | Conversation can create a "listening" environment that Email constrain - building relationships and listening is of high Value. Try to Email last! |
Board Three
| No | TITLE | DESCRIPTION | LEAN VALUE | |
|---|---|---|---|---|
| 21 | Peer Review |
Invite Key players from other projects to visit each others sites - stimulate discussion about issues. | Let Piers form support and create discussion on topics that concern - stimulate a knowledge share environment | |
| 22 | Breakfast Talking |
Organise a "breakfast meeting" of cross section of project people - no agenda | Try to create opportunities for the Project to be able to discuss without agenda - open up their relationships. | |
| 23 | Joined up Plans |
Invite the Designer and Client into an open session to analyse the programme logic - Throw "stones at it" and add their milestones and deliverable. | Try to get "Others" to buy into the programme logic rather than defend what "one" planner has created. Think about the supply chain and key stakeholders - ask them before they comment! | |
| 24 | Shorten Approvals |
Ask the approve for time to review documentation with you, organise joint session with key supply chain. | Don't wait 2 weeks then send off - wait 2weeks - address issues - then start again etc - nip this in the bud! Do it in 1 day. Think of the value. | |
| 25 | CYCLE Tasks |
It's old hat - but do you PLAN ACT DO & REVIEW - sounds simple but it takes time. | Make time for the basics - planning and doing, but don't forget to review and learn - it will strengthen the team and pay dividends! | |
| 26 | CRM First |
Trust is a hard thing to practice in a environment full of stress - focus on relationships and manage the interface - it will not happen by accident! | The benefits of this are huge - only because ignoring this will cut across and erode every initiative - stay focused on the need to intervene. | |
| 27 | Foul the Funnel |
Stop the site team reporting minor Project problems up the chain - it's so easy by Email and creates a waste of management time. Bad PR, and stops them dealing with the ownership. | Support an empowered team to deal with the difficulties on site - free the management to deal with their problems and create an environment of site ownership. | |
| 28 | Dispute Resolution |
Support the site team with a system to report for resolution questions on which they disagree - set a panel of directors up - amazing - the team will often sought it! | Often the Project team get bogged down in corners - providing a safety valve of senior review can quite often force a result and closer working - take the money decisions away from engineering! | |
| 29 | EXIT Strategy |
Always have an exit "emergency" strategy to any plan - what if it goes wrong - what could go wrong, then I would do this etc | The huge amount of waste involved with dealing with the predicted is awesome! Prepare a plan for the expected problems and feel the value of an exit pla | |
| 30 | Capture the good |
We did it - it worked, but who will know? Can Others Learn from success - they would hear about a problem! | Try and make a balance between good and bad news - we know which travels faster! - give it some competition! |
Board Four
| No | TITLE | DESCRIPTION | LEAN VALUE | |
|---|---|---|---|---|
| 31 | Analysis over Method |
Try to analyse you tasks rather than just producing "wooden" Method Statments. Include "what if " and try to identify opportunity.Discuss "Plan B"! | Think of the time wasted by staff in producing "Method Text" without really thinking about the value and opportunity within the task - challenge the author! | |
| 32 | LEAN Early |
How early can you "drill" down and apply LEAN thinking and analysis to the construction activities? | Starting early - at the Business development and through the tender will bring efficiency through the whole cycle and offer greatest opportunity for reveiw and waste reduction. | |
| 33 | Balance Approach to Waste |
It will be difficult to maintain waste reduction in our operations if it is obvious to everybody that visible WASTE exists in the managers activities | Strike a balance across as many activities as possible - all links in the CHAIN must be able to deliver value WASTE reduction. Visible site operations should not be targeted in isolation. Move away from "time and motion" analysis". | |
| 34 | Use the END User |
Don't WASTE the expert advice from the end-user. Try to engage their input through the Build. | Too often the Client will distance the end -user input. Engineers protect credibility over practical advice! Add value by engaging the end-user in resolving and optimising issues. | |
| 35 | Review Learning |
Often training and learning for staff is controlled by HR - it can bypass line management. How do you know the value of training and how can you use their new skills - unless you discuss it after the training? | If line management review the value of staff training they can ACT by planning to ensure the new skills are used - or preventing Others taken training that is of little VALUE | |
| 36 | Future Work |
Times and technology change. Working environments move forward. Managers may well reflect on the past for making todays decisions. | Try to attend training in subjects that have been covered several years in the past - "I did that years ago" - maybe a complete misunderstanding of how to do it now! | |
| 37 | Loose LIP Ripple |
Don't blame the subcontractor when things go wrong - the chances are it is you not managing the supply chain. It is no excuse! | It is so easy to blame others - and it brings the whole ship down - educate staff to display a positive professional stance to the Client. | |
| 38 | SEED the Project |
Hold a Workshop day between a finished GOOD project and a New Start Project - Let the wider teams interact and learn what went well and how it was done. | Use the balance of a mature team to spread the LEAN lessons of what can be achieved and how the thinking can be improved - dont rely only on facilitators | |
| 39 | Fertilise the Project |
Hold a Workshop day between a finished perceived BAD project and a New Start Project - Let the wider teams interact and learn what went wrong and how it happened. | Dont ignore the tough, gritty projects in review - most often these have the Hard lessons and radical learning cycle. You will probably need a facilitator to get the most from this. | |
| 40 | PULL Design |
Try not to let Design pace the construction rate - Understand the Designers needs and integrate his programme into the Projects. | By discussing the integration of the Designers Programme into the Projects will give an understanding of their constraints and Objectives. |
Board Five
| No | TITLE | DESCRIPTION | LEAN VALUE | |
|---|---|---|---|---|
| 41 | Paper Curtains |
Paper curtains between peoples Roles and Responsibilities create GAPS. Tasks and deliverables can fall through GAPS! | Create a reviewof what people think that they are responsible for and what their roles are. Write it down. Compare these across the TEAM and let them address the GAPS before they become issues. | |
| 42 | Effective Coal Face |
Often companies have good procedures for worker consultation and feedback. But what of the subcontractors ? - these are often ignored and on some sites may form the majority of the workforce. | Do not rely on the subcontractors management to extend your procedures and consultation to their work force - Often it just wont happen. realise that these are your employees - but paid through another route. | |
| 43 | I.T. Challenge |
The challenge in moving to a digital web based collaboration system is to ask the question - was the paper system easier, more accessible to site staff and kept up to date? Why change? | Back Office Staff often rush to create a digital form, report, or data capture. This may be the constraint to employees input - challenge the need. Get the back office to transfer the paper data to digital format. This can be a more effective method of working by freeing up the creative work force. | |
| 44 | Support Change |
It is easy to rubbish supply chain or client systems and see the GAPS in others. How often do we help and support in making simple changes to help them be more effective? | Helping those we work with can be a small investment of time and effort that builds lasting trust and closer more efficient working. The reward will be larger than the effort. Often making the gesture is sufficient. | |
| 45 | Why sit on it? |
A problem shared is a problem halved, how often do we sit on issues and problems without discussing our opinions in groups or with others. | By telling someone in a structured fashion the problem or issue allows time to reflect and listen to the content whilst receiving valid enquiry on the opinions expressed by you. Works well in groups in order to get a "round" of opinion. | |
| 46 | Team Flow & "Zipping" |
It is easy to create a team that is a different shape to the client and designer - think about key contacts and who will relate to whom on a daily basis. | By creating balance in the project team Constraints and issues can be resolved at source - the project gains flow and balance. Ownership and visibility of structure are key in resolving issues and clearing the "fog" | |
| 47 | ZERO Procurement |
Whilst benchmarking the supply chain is common - how many organisations do not ask feed back on what they do? | Try to find outwhat can be taken out of the quotation (waste) and still have the same value. Often the savings are substantial by removing restrictions. | |
| 48 | Look in the mirror |
Whilst benchmarking the supply chain is common - how many organisations do not ask feed back on what they do? | Ask your Client and supply chain about what you do. Try to get direct feed back from your "end user" of the product. That's why your constructing the product. It can only add value. | |
| 49 | PLAN Relationships |
Relationships need a PLAN and have to be monitored - a marraige taken for granted seldom lasts! Use metrics and action plans to make contact. | By making regular contact at all levels brings a better understanding of the Clients needs and problems. Without the intelligence gained from this capture the real value in what is constructed can be missed. | |
| 50 | Turn Over Packages |
Work on the basis of "turn Over" packages. Plan around delivering a functional stream | Planners tend to focus on areas or disciplines in groups - it creates fog. Focus plans on fuctional groups of equipment and delivery becomes much clearer - constraints are made visable. |
Board Six
| No | TITLE | DESCRIPTION | LEAN VALUE | |
|---|---|---|---|---|
| 51 | Risk Walking |
Taking Risks without understanding what was happening tends to develop a Risk adverse attitude, which deepens into Risk paranoia | Create a reviewof what influenced the Risk and capture the quantum - use a Risk system to build confidence going forward and look back at the history of construction - building lessons for the future. | |
| 52 | Stakeholder blocker |
People or departments form communication blocks preventing flow - often blatent control of middle manaagement or perceived status within organization | Typical of HR or legal departments in large organisations - where the service and support unit will dictate control and prevent communication flow. High effort needed to Manage input rather than accept constraint. | |
| 53 | Tower of Babel |
So God said, "Come, let us go down and confound their speech." And so God scattered them upon the face of the Earth, and confused their languages. | Jargon, acronyms, and Japinisation forms a paper wall around professionals and excludes others. Avoid complicating the LEAN message in cascade and include others by relating the "thinking" in simple practical terms. | |
| 54 | Result Focus |
A focus on the results of a task is more important than an inquest on the procedure | Often an improvement process will soley look at the procedure rather thah the result of a task - this just adds moore trees to the wood! | |
| 55 | Sore Thorn |
A constraint may provide comfort to those regular doing the task - "this is my blocker - leave it alone!" | Those who have ownership of a constraint often are the most stubborn and vocal in defending that it should not be removed, seeing this help smooth the transition. | |
Board Seven
| No | TITLE | DESCRIPTION | LEAN VALUE |
|---|---|---|---|