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As you are embarking on your Lean Construction, one of the most important and challenging things to do is training your team. In large organizations, there may be only one or two lean experts in a company with thousands of employees.
According to Tommelein et al.1, workflow can be characterized in several different ways. In manufacturing, it is defined by stationary machines with partially completed products being transported from one to the next. In construction, the products being built tend to be stationary, whereas crews of various trades move from location to location.
Glenn Ballard and Greg Howell developed the Last Planner System of Production Control throughout the 90s1. At the same time, Lauri Koskela was working on developing a theory of production which provided the theoretical framework for the LPS2.
On November 20th 2012, we carried out one of the largest lean gamification in the world. In total we had 630 attendees and 35 support staff. The game helped us deeply understand the concepts of Lean Construction.
Exchange of Dies, refers to a method in the Lean Production System that is used for quick, simplified and efficient production set-up and changeover from one product/process to another, which often constitute the major causes of production downtime (non-productive time/stoppages).
The construction industry is seen, by researchers, as a slowly progressing industry that is suffering from low productivity and poor performance compared to other industries.
Implementing the Lean Production philosophy in the construction industry has been discussed since the early 1990s. With an increasing attention to the subject, a growing body of research and many successful implementations by the industry, “Lean” construction has stood the test of time.
“I need a Lean Coach!” That is great to hear! But if you hire one, do you really need coaching, or do you actually need something else? As coaches, we spend a lot of time coaching, but many of us spend an even larger percentage of our time training and facilitating.
In Lean Construction, we recognize that there are inherent wastes in every production system. Our objective is often to identify and reduce the wastes. Just as construction and design have been conceptualized as production systems, it can be argued that research is also a production system.
Lean project delivery has entered the mainstream of construction, yet Lean adoption lags among design professionals. Architects and engineers who transformed the industry by first pioneering sustainable design and later the use of Building Information Modeling (BIM) remain spectators while trade partners, construction managers, and some owners embrace Lean.
I always start the training of new Lean Practitioners with a general warning. They risk to be constantly frustrated after being trained as Lean Practitioners. If they do not think they can handle it they should leave the training immediately. This is partly a gimmick.
My Lean thinking has gradually evolved since beginning my journey in 2000. You'd think I’d have figured it all out by now, right?... Not a chance. I was recently asked a very good question: What would you do differently if you had all the Lean knowledge and experience you have today?
We have all been tasked at some point in our life to teach someone else about something we know, and there are certainly some subjects that are more exciting to students than others.
The construction industry is an interesting animal. I say that, not just as an observer, but as someone who has been involved with construction my entire life. I started off building guitars for Taylor Guitars, then, I went on to restore beautiful homes in Pasadena, California.
Many future leaders of the construction industry are currently being trained in university construction management, engineering, and architecture programs across the country. This presents an exceptional opportunity to expose these future leaders to lean principles.
Before online experiential learning, most training was a “sit-and-get affair”. You go to a classroom (either in person or digitally), sit for two hours or more, and fill your head with material.
There's a revolution happening. It’s called learning while doing. Great projects are Lean — yet the majority of Lean initiatives fail. Lean is generally misunderstood to be about the tools we use rather than the people at the place where they work.
The most impactful leaders know that high performance is both an outcome of what we break – and what we build. They know the power of what the right chains produce.