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“FUNDAMENTALS OF LEAN CONSTRUCTION” LEAN” Luai M. El-Sabek, Ph.D., PE, PEng, PMP , CM-Lean Operations Director

Lean Construction Institute – Qatar

January 25, 2020

INSPIRING QUOTE

2

OBJECTIVES Status of construction industry – identify the gap  Overcome stereotypes: “manufacturing” “this is what we do” ”there nothing new”  Establish general awareness of Lean Construction: What? Why? How?  Create an incentive to initiate / continue a Lean journey in your project(s) or organization  Establish a demand for Lean education  Status of Lean Construction implementation in Qatar  Lean Construction Institute - Qatar 

3

THE PROBLEM – 1) POOR PRODUCTIVITY

Productivity by industry in the US ( indexed; 1.0 = 1950)

4

THE PROBLEM – 2) WASTE Manufacturing

Construction

57%

12%

Construction Industry Institute, 2004

5

THE PROBLEM – 3) INEFFICIENCY

McGraw Hill 2013

6

THE PROBLEM WITH CONSTRUCTION TODAY… Injuries are too high. Rework and wastes are high. Construction productivity is declining. Construction costs are skyrocketing Profit margins are shrinking.

7

THE SOLUTION – DIFFERENT THINKING (Breakthrough Learning)

Observer

Action

Outcomes

Different Outcome => Change Action (Incremental Learning) 8

THE SOLUTION – PRODUCTION THEORY

(Koskela 1992)

9

DOES IT WORK? 

Toyota Production System (TPS) 1950s (Taiichi Ohno) Construction Vs. Manufacturing



Project Vs. Production



Construction projects are unique and have distinctive peculiarities i.e. on site production, one-of-a-kind production, and temporary (Koskela, 2000). IGLC: construction is fundamentally different from manufacturing. Therefore, reinterpretation of the theory of is needed to develop a theory-based methodology for construction. Lean + Construction = creativity







10

WHAT IS LEAN CONSTRUCTION? 

Creating ideal state of designing and constructing a facility using standard processes to:  Provide / generate value  Eliminate waste  Continuously improve

11

WHAT IS NOT LEAN CONSTRUCTION?  Lean

Production grafted onto construction  Cost Cutting  Eliminating Jobs  Beating up suppliers and subcontractors  Doing Value Engineering During Construction  Being Stingy

12

LEAN CONSTRUCTION 

Lean Construction Institute (LCI)

“Lean Construction is a production management-based approach to project delivery – a new way to design and build capital facilities to maximize value and minimize waste….” 

AGC OF America

“Lean Construction is a set of ideas, practiced by individuals in the construction industry, based in the holistic pursuit of continuous improvements aimed at minimizing costs and maximizing value to clients in all dimensions of the built and natural environment: planning, design, construction, activation, operations, maintenance, salvaging, and recycling.” 13

VALUE 

Value is generated when:  Customer

capabilities are expanded, covering new needs and purposes.

 The

facility better fulfills the purposes and demands of customers, operators, and other stakeholders



However, value is not just fitness for use or performance relative to cost

(LCI 2002)

14

CUSTOMER / PROVIDER RELATION Purpose!!

Customer/Client/Stud ent/Citizen Cost Quality Availability Experience

Value Promise !!!

Organization/Company

Profit Business Growth Reputation

15

VALUE PROMISE DELIVERY BASICS 

A process is a sequence of actions that must be executed correctly in the right time and order to create value for a customer – or simply a way of getting things done.

Customer Order Process Product Shipment/ Service fulfillment 16

VALUE PROMISE DELIVERY BASICS

Customer Order Waste

Value = Results – Expectations

Process

Waste

Product Shipment/ Service fulfillment 17

LEAN THINKING

18

WASTE Wastes

Examples of Wastes in Construction

Ohno (1988)

ElSabek and McCabe 2018) Excess Materials of concrete or asphalt Over excavation Raw materials on site work in progress Scope elegance

3) Over-processing

    

4) Defects

 Non-conformance to quality

5) Unnecessary motion

 Movement at site

6) Unnecessary transport

 Transportation of workers to/from labour camp to field and to/from break area  Mob / demob of materials  Worker waiting for work or work waiting for workers  Idle equipment

1) Overproduction 2) Inventories

7) Waiting

19

TRADITIONAL CONSTRUCTION MANAGEMENT

(Howell 2010)

20

INTEGRATED PROJECT DELIVERY

(Howell 2010)

21

EXAMPLES OF ENABLING TOOLS               

Integrated Project Delivery (IPD) ® ® Last Planner System (LPS ) IMPact Framework Lean Design (Target Value Design, Process Design, BIM, and VDC) Root cause analysis (5 Why and fishbone) Problem Solving Techniques (A3s) Decision Making System (Choosing By Advantages) Continuous improvement (PDCA, Kaizen, Plus/Delta) Error Proofing 5S Plus Safety - Lean Assembly (Sort, Set, Shine, Standardize, & Sustain) Offsite fabrication Just in Time (JIT) Value Stream Mapping Supply Chain Management Daily crew huddles

22

ERROR PROOFING - EXAMPLE

25

FIGHTING WASTE - EXAMPLE

26

LEAN ASSEMBLY – 5S + SAFETY Sort…Set…Shine…Standardize…Sustain  Cleaner site is safer and more productive 

BEFORE

© Walbridge (images)

AFTER

27

LEAN ASSEMBLY – 5S + SAFETY Everything in its place and a place for everything!

(Abdelhamid 2014)

28

REASONS FOR UNMET WEEKLY COMMITMENTS

29

GOLDEN MINE

We have to change what we do to get different results

30

THE PROBLEM - PRODUCTION VARIATION Overburden

Workload Variation

Capability

Waste

Planning Failures

Execution Failures 31

THE SOLUTION - LPS®   

Developed by Glenn Ballard & Gregory Howell in 2002 Process design and not only product design LAST PLANNER® SYSTEM (LPS®) ensures:   

Reliable commitment Predictable workflows Rapid learning

(Ballard et al, 2002)

32

THE SOLUTION - LPS®

Project Zeneca Ag Products - Building 196 ID

Activity Description

Run Date: Criteria Design Submittals RFI's

Inputs Resources Material Prereq Equipment Labor Weather

Other

Start

Responsible

Demo CMU wall

28-Oct

Cal-Wrecking

Excavate footing

4-Nov

Cal-Wrecking

Install bottom rebar mat

9-Nov

McGrath

X

X

X

X

X

X

X

X

X

X

Install footing dowels

9-Nov

NLB

X

X

X

X

X

X

X

X

X

X

Plumbing rough-in

10-Nov

Perryman

X

X

X

X

X

X

X

X

X

X

Install top rebar mat and stirrups

11-Nov

McGrath

X

X

X

X

X

X

X

X

X

X

Rebar inspection

12-Nov

ICI, C of R

X

X

X

X

X

X

X

X

X

X

Place footing

16-Nov

NLB

X

X

X

X

X

X

X

X

X

X

Install 1st floor wall rebar

19-Nov

McGrath

X

X

X

X

X

X

X

X

X

X

Above sequence

2-Dec

X

X

X

X

X

X

X

X

X

X

Contract X

X

X

X

X

2/21/00 12:57 Comments

Concrete at E-10 must be up to strength.

Possible delay caused by oversized footing.

Total Activities

27

Activities Ready

25

AMR Week - 1 Ratio

92.59%

Make-ready Plan With Constraint Analysis Master & Phase Schedules

Weekly Work Planning 1 WEEK PLAN PROJECT: Pilot ACTIVITY

100%

Gas/F.O. hangers O/H "K" (48 hangers) Gas/F.O. risers to O/H "K" (3 risers) 36" cond water "K" 42' 2-45 deg 1-90 deg Chiller risers (2 chillers wk.)

100%

90%

90%

80%

80%

70%

70%

60%

60%

50%

50%

40%

40%

30%

30%

20%

20%

10%

10%

0%

0%

Est Act Mon xxxx

Tu Wed Thurs Fri xxxx

Sat

Sylvano, Modesto, Terry

xxxx

xxxx

xxxx xxxx

Sylvano, Mdesto, Terry

xxxx

xxxx xxxx

Sun

PPC

Hang H/W O/H "J" (240'-14")

REASON FOR VARIANCES

No Owner stopped work (changing elevations) No Same as above-worked on backlog & boiler blowdown Yes

Charlie, Rick, Ben

xxxx

xxxx xxxx

No

Charlie, Rick, Ben

xxxx

xxxx xxxx

xxxx

xxxx xxxx

xxxx

xxxx xxxx

xxxx xxxx

xxxx

xxxx xxxx

xxxx xxxx

xxxx

xxxx xxxx

No

xxxx xxxx

xxxx

xxxx xxxx

Yes

Matl from shop rcvd late Thurs. Grooved couplings shipped late.

Yes

Mark M., Mike

PPC 4 Week Moving Average

Planning System Measurement

(LCI 2002)

FOREMAN: PHILLIP DATE: 9/20/96

Cooling Tower 10" tie-ins (steel) (2 towers per day) Weld out CHW pump headers "J" mezz. (18) Weld out cooling towers (12 towers)

xxxx

xxxx xxxx

Yes

Steve, Chris, Mark W.

xxxx

Yes

Luke

xxxx Jeff

F.R.P. tie-in to E.T. (9 towers) 50%

xxxx

Eye injury. Lost 2 days welding time

Firt, Packy, Tom

WORKABLE BACKLOG Boiler blowdown-gas vents -rupture disks

33

IMPact FRAMEWORK Prepare

Improve Continuously

Strategize

Plan Operations

Measure

Planning

Reflect, Record, & Communicate

Execute

Execution

34

IMPact FRAMEWORK

(ElSabek 2017)

35

DOMAINS OF PROJECT DELIVERY

CPM-based; Activity-Centered; Management by Exception

Individual craft-contracts

2D/3D

Command & Control Directives-Driven

(Abdelhamid 2014)

36

DOMAINS OF PROJECT DELIVERY

CPM-based; Activity-Centered; Management by Exception

Lean-based; Management by Means Individual (planning inclusive of execution party; fire prevention) craft-contracts

2D/3D BIM/VDC

IPD/IFOA Relational (system optimization)

Command & Control Directives-Driven Dialogue & Collaboration (Abdelhamid 2014)

(planning is an ongoing conversations) 37

LEAN PROJECT DELIVERY SYSTEM (LPDS)

Lean Project Delivery System (Ballard, 2006) 38

CULTURE OF LEAN CONSTRUCTION 

Problems are recognized as opportunities



It’s okay to make legitimate mistakes



Problems are exposed because of increased trust



People are not problems – they are problem solvers



Emphasis is placed on finding solutions instead of “who did it”

39

THE RADICAL SHIFT Planning Scheduling Control Focus Organizational Behavior Coordination Site Management Management Design

Non-Lean

Lean

Knowledge

Learning

“Start Early” Activities are performed as soon as possible

“Finish Early” Activities are performed at the last responsible moment

Tracking & Reacting

Peering, Clearing, Steering

Acceleration

Reliability

Managers are empowered

Executers are the planners Collaboration, Respect, and Trust

Follow Orders

Making & Keeping Promises

Point Speed & 100% Utilization

Manage workflow

Trades Cost for Speed

Reduce Cost and Increase Speed

Project Design

Process Design

Lean Construction Institute - www.leanconstruction.org

40

BENEFITS OF LEAN CONSTRUCTION

McGraw Hill 2013

41

SUCCESS STORIES  Temecula

Valley Hospital 2013

 $700

million project  40% below market cost  Realized 200% increase in labor productivity through the 7 partners  30% operational cost improvement in the facility 

Sutter Health ( $5 billion program) 42

SUCCESS STORIES

“If we can get the construction community to embrace these methodologies, it will make every person perform their jobs better. And I think that’s exciting. It will make us better, more efficient, and probably more profitable” Dan Wojtkowski, network director for design and construction – SSM Healthcare

"First, Lean is simply systematically applied common sense. Second, it is counterintuitive. Unlike anything I've seen before, it causes us to rethink how we manage work. And, finally we saw it as an opportunity to deliver high value facilities to the marketplace in shorter time." Paul Reiser, Boldt‘s Vice president for Production Process Innovation "Lean lowers the 'hairon-fire' index on our jobs." Linbeck Construction

43

LEAN CONSTRUCTION IN QATAR 

Implemented in 3 pilot projects at Lusail City



Adapted by PWA in March 2018

44

Roads: 11,400 m 15 junctions Underpasses: 1,018 m and 440 m Utility tunnel (cut & cover): 3,200 m Potable water pipes: 16,583 m Foul sewer pipes: 5,090 m Stormwater pipes: 34,761 m Irrigation pipes: 17,085 m

CP5B Case Study (LPS ®) JP 1

J1

JR 1

JP 2

JP 4

UNDERPASS 2

JP 5

Cost: QAR 1.5 bn Excavation: 1,800,000 mᴲ Pavement: 1,000,000 m² Concrete: 380,000 mᴲ

JP UNDERPASS 1 6

J5

45

Road A1, Section 2, Jct 5

Junction 5

46

Site Photos

47

Prepared & Delivered by Aqib Rizvi

Site Photos

48

Revisions of Master Baseline Schedule

Revision Number

Project Commencement Date

January 15, 2012

Original Completion Date

July 14, 2014

Revision 5 Completion Date

March 31, 2017

Original Project Duration

912

Revision 5 Project Duration

1903

Date of Submission

Date of Approval

Completion Date

Remarks

Revision 0

22-Mar-2012

16-Apr-2012 14-Jul-2014 First Baseline submission incorporating original contract parameters.

Revision 1

11-Jul-2012

4-Sep-2012

Revision 2

28-Feb-2013

21-Mar-2013 14-Jul-2014 In 2nd revision, GC trying to recover in response to schedule slippage

Revision 3 (EOT 1)

10-Jul-2014

5-Aug-2014 31-Dec-2014 Approved with comments. 3rd revision incorporated excusable delay events that resulted in 170 days extension of time (EOT 1)

14-Jul-2014 Approved with comments. 1st revision of the schedule was submitted 3 months after Rev. 0 approval due to major delays in mobilization

Start of LPS® Case Study: Milestone I (30-Oct-2014) & Milestone II (01-Mar-2015) Revision 4 (EOT 2)

15-Jul-2015

Revision 5 (EOT 3)

7-Aug-2016

15-Dec-2015 25-Mar-2016 Due to lengthy disagreement, completion date of Rev. 3 elapsed by 285 days before Rev. 4 was granted EOT 2 with additional 450 days 17-Jan-2017 31-Mar-2017 5th revision incorporated excusable delay events with an additional 371 days to the Completion Date. 49

PPC Results of the 1st Application 01-11-14

Start week Company Logo

W1 W2

Week J2 J2-J3

W3

W4

W5

W6

W7

W8

95 100

73 75

51 67

62 64

75 67

100 83

100 100

100 100

Project

CP5B Road Construction

J1-GD1

40

60

25

30

0

83

63

100

Location

VIP Road (December 31, 2014)

JP1/JP2

100

67

63

25

57

75

100

100

JP5-UP1

71

58

50

21

50

88

100

100

Percent Planned Complete (PPC)

J2 100

100

67

60 100

95

80

100 100

100 83

80

67

60

60

40

40

20

20

0

0

40

63

25

30 0

JP1/JP2

51 100 80 60 0

100

62

60

20

64

100 100

75

73

40

83

75

80 120

J1‐GD1

J2‐J3

100

100

100 100 75

67 57

63

0

25

100

100 80 60 40

40 20

JP5‐UP1

20

88

71

100

58 50

50 21

0

50

PPC Results of the 2nd Application 11-6-15

Start week Week JP6 J5

W1 100% 100%

W2

W3

100% 100%

90% 20%

W4 89% 67%

W5 56% 20%

W6 40% 33%

W7

W8

52% 43%

62% 51%

W9 89% 89%

W10 89% 89%

W11

W12

76% 95%

56% 93%

W13 60% 94%

W14 76% 93%

W15 89% 95%

Project

CP5B Road Construction

FH1

80%

86%

100%

22%

30%

62%

81%

97%

78%

78%

79%

78%

80%

91%

95%

Location

Road Completion (June 30, 2015)

FH2

100%

100%

67%

40%

33%

65%

85%

95%

94%

94%

100%

100%

100%

97%

97%

FH3

100%

100%

75%

75%

25%

50%

65%

78%

75%

75%

100%

100%

100%

100%

100%

J3

100%

100%

100%

100%

78%

60%

50%

60%

33%

33%

29%

67%

67%

73%

73%

J4

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

73%

67%

62%

77%

95%

Percent Planned Complete (PPC)

120% 100% 80%

FH1

J5

JP6 120%

120%

100%

100%

80%

80%

60%

60%

40%

40%

20%

20%

0%

0%

60% 40% 20% 0%

J3

FH3 120%

120%

100%

100%

80%

80%

60%

60%

40%

40%

20%

20%

0%

0%

FH2

J4

120%

120%

100%

100%

80%

80%

60%

60%

40%

40%

20%

20%

0%

0%

51

LPS ® Implementation

52

LPS ® Implementation

53

Prepared & Delivered by Aqib Rizvi

LPS ® Implementation

54

5G CASE STUDY – FIGHTING WASTES

55

5G CASE STUDY – FIGHTING WASTES

56

CASE STUDY RESULTS 







Saving in 66 kV circuits of 4,500 m (13,500 m of cables). Deletion of approximately 800 m of dry utility tunnel (which could have been 1,000 m) Hard Saving of approximately QAR 100,000,000 (excluding operation cost saving) Triggered further Saving of approximately QAR 100,000,000

57

INSPIRING QUOTE

58

QUESTIONS

https://www.linkedin.com/in/luai-m-sabek-phdpe-peng-pmp-cm-lean-3a7b3911/ Email: [email protected] 59

THE LEAN CONSTRUCTION INSTITUTE‐ QATAR Transforming The Built Environment

Dawlat M. Elmosalami, Msc., PMP Marketing Executive Director

INSPIRATION "We have taken advantage of the drop in prices to explore the potential for rationalizing spending, and distinguishing necessary from unnecessary as well as beneficial from non‐beneficial. Work will continue on increasing the efficiency of public spending and enhancing transparency and control through a close follow‐up of all government projects and programs and focusing on major development projects. •

His highness focused on the need to: •

•

Identifying the obstacles that hampered the implementation of some programs and projects in the first national development strategy to draw lessons in order to avoid recurrence. Maintaining the required continuity to complete the initiatives and infrastructure projects. The opening of the 45th Session of

LCI‐Q Alignment with 2nd National  Development Strategy 2018‐2022 



 

  



 



Focusing on human beings as the development tool “I would like to emphasize here that plans are not a matter of completing a formality; they are designed to be implemented.” Integrated monitoring and follow-up system Prevent bottlenecks and take necessary corrective actions on a timely basis.

Abdullah bin Nasser Al Thani Prime Minister

Maximizing real private public partnerships (PPP). Financial sustainability (increased efficiency) Improving coordination and communication among all development partners; Building planning capacity and upgrading performance reduce loss of efforts, resources and time. Optimal response to the current sanctions against Qatar Maximizing the values of work and achievement.

Dr. Saleh bin Mohamed Al Nabit Minister of Development Planning and Statistics

INTRODUCTION • Lean Construction Institute in USA is the world’s largest organization for Lean Construction. • LCI-Q is the first global Lean community of practice in:  GCC  Arabic Countries  Asia and North Africa • Nonprofit organization • Registered under Qatar Financial Center Authority since October 10, 2019

VISION • Promoting the Lean Construction theory, management, practices, and techniques throughout Qatar. • Supporting continuing positive transformation of Construction industry to enhance performance, generate value, eliminate waste, increase efficiency, and maximize productivity. • Providing a platform for collaboration across industry and academia.

MISSION • Spread awareness of Lean Construction and Lean Thinking in Qatar. • Provide the best opportunities to local Lean Construction management professionals and academics who are seeking genuine education, research, training, conferences, knowledge, and networking. • Establish a platform to share experience, knowledge, lessons learned, and best practices. • Promote Lean Thinking. • Supporting the State of Qatar’s 2030 Vision, realizing human development, social development, economic development, and environmental development; by developing businesses and Qatari nationals in the field of engineering and construction management.

LCI-Q Current Sponsors Platinum Founding Sponsors

Gold Sponsors

Bronze Sponsors

COLLABORATING PARTNERS

LEAN THINKING IN QATAR • Implemented in 3 pilot projects at Lusail City • Hard Saving: QAR 200 million • Adapted by PWA since March 2018 • Major Financial Institutions • Qatar Airways • Health Care • Oil & Gas • Manufacturing

PAST EVENTS • “Recognizing Lean Transformation in Public Sector - LIPS Qatar 2019” in collaboration with Public Works Authority and Qatar University, October 23 & 24, 2019 Attended by over 220 delegates

Platinum Sponsors

• AGC LCEP Program LCI-Q trained the first group to qualify for Certificate of Management-Lean Construction (CM-Lean) under the Lean Construction Education Program of Associated General Contractors of America (AGC). October 26 - 30, 2019.

• Inauguration Event December 11, 2019 Attended by over 200 delegates

Gold Sponsors

PAST EVENTS Seminar with Jordan Engineers Association “Fundamentals of Lean Construction” Date: January 25, 2020 Time: 8:00 am – 2:00 pm Venue: The Great Room - W Doha Hotel

UPCOMING EVENTS International Conference on Civil Infrastructure and Construction (CIC) Date: February 2 - 5, 2020 Time: TBD Venue: Grand Hyatt Hotel

AGC LCEP Program Date: Saturdays Cycle 1: February to June Cycle 2: September to December Venue: TBD

PLAN TO CREATE LEAN LEADERS • Conferences and Workshops • Training and Education Programs • Lean in Schools: Pilot (Michael E. DeBakey High School) • Action Research • Site Visits • Lean Practice Day • Lean Marathon • Lean Coffee • Lean Thinker Award

JOIN THE TRANSFORMATION JOURNEY!

[email protected] www.LCI.QA