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| Productivity: Take the waste out of construction |
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| Issue Archives - March-April 2010 issue | |||
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By Dennis Sowards A study, “Owners Talk about Revolutionary Changes in Construction Contracting,” presented by the 2006 SMWIA/SMACNA Partners in Progress, reported that 57 percent of a jobsite crew’s time is waste that generally falls into seven areas: • Defects. It includes doing the wrong installation, defects in fabrication and errors in punch lists. Not meeting the code is waste. • Overproduction. This occurs when materials are fabricated, then stockpiled. Estimating and bidding jobs that are not won is waste; so is printing more blueprints or making too many copies of a report. • Transportation. Moving material several times before it is installed is waste. • Waiting. Crews waiting for materials or instructions, or a fabrication machine waiting to be loaded, is waste. • Overprocessing. This waste includes over-engineering, requiring additional signatures on requisitions, duplicate entries on forms and getting multiple estimates from suppliers. • Motion. Treasure hunts for material happen everywhere on a jobsite, and takes extra time and energy. • Inventory. This includes uncut material, work in process and finished fabrications waiting to go to the jobsite. It also includes spare parts, unused tools, consumables, forms and copies and employee stashes. Cut out waste with 5SWaste does not have to be a part of construction. It can be reduced by applying the 5S approach to work, which translates into Sort, Set in order, Sweep, Standardize and Sustain. The 5S principles can be used in every aspect of the organization. Use it to get rid of tool and supply stashes. Excess material gets returned for credit, and gang boxes get organized to reduce time spent looking for tools.
Use Kanban to stockKanban, in its simplest form, is a card or bin that signifies a certain quantity of a consumable item. When the bin is empty, the bin or card is deposited into an orders bin, which signals restocking. Kaizen wrings out wasteKaizen events can reduce waste. Here, a team observes a construction process and then identifies ways to simplify and standardize it. The team often includes several professionals that touch the project. As they watch the work, they discuss the best and fastest ways work can be completed. These events often lead to opportunities for improvement in other job activities. Value-stream mapsValue-stream mapping (VSM) can improve project design and delivery. It starts by mapping steps in a process, then identifying if each step adds value or creates waste. Wasteful steps are engineered out, leaving only critical steps. One contractor valuestream mapped its billing process and reduced its accounts payable from 87 to 67 days. The Last Planner SystemThe Lean Construction Institute has developed the Last Planner System that can reduce waste in construction. When completed correctly, the Last Planner System can reduce variability so work flows smoothly from one completed task to another. It starts with a look-ahead plan that requires the previous crew working on a step in the project to complete its work to the point that the next crew can finish their portion of the work without interruption, rework, or remobilization. The Last Planner System changes project metrics from measuring the project by schedule milestones to measuring actual work progress. Proponents report this creates a learning process that investigates plan failures instead of developing a culture of laying blame that doesn’t help the project achieve its completion goals.
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