建筑工程原理

建筑工程原理第1页/共76页BackgroundOARChangetheobserverChangetheoperatingsystem第2页/共76页Howdowemanageprojectsnow?Determineclientrequirementsincludingquality,timeandbudgetlimits.Designtomeetthem.ProgramDesigntoProgramPriceRedesigntoMatchPrice©2011LeanConstructionInstitute第3页/共76页Howdowemanageprojectsnow?Breakprojectintoactivities,estimatingdurationandresourcerequirementsforeachactivityandplacingtheminalogicalorderwithCPMDemolition Grade&FillFoundations©2011LeanConstructionInstitute第4页/共76页Howdowemanageprojectsnow?Assignorcontracteachactivity,givestartnoticeandmonitorsafety,quality,timeandcoststandards.ActonnegativevariancefromstandardsDemolitionLowBidGrade&FillLowBidFoundationsLowBid©2011LeanConstructionInstitute第5页/共76页Howdowemanageprojectsnow?Coordinatewithmasterscheduleandweeklymeetings©2011LeanConstructionInstitute第6页/共76页Howdowemanageprojectsnow?ReducecostbyproductivityimprovementReducedurationbyspeedingeachpieceorchanginglogic©2011LeanConstructionInstitute第7页/共76页Howdowemanageprojectsnow?ImprovequalityandsafetywithinspectionandenforcementWorkInspectRework©2011LeanConstructionInstitute第8页/共76页Traditionalprojectmanagement:AcoherentcommonsenseActivityCentered(CPM)Command&ControlOrganizationTransactionalOperatingSystemCommercial©2011LeanConstructionInstitute第9页/共76页LEANPROJECTmanagement:AMOREcoherentcommonsense©2011LeanConstructionInstituteFlowCenteredCollaborativeOrganizationRelationalOperatingSystemCommercial第10页/共76页LeanTechniquesandProcessesThreeopportunitiesofleanconstructionanddesign:ImpeccablecoordinationTheprojectasaproductionsystemTheprojectascollectiveenterprise第11页/共76页LeanTechniquesandProcessesImpeccablecoordinationUnderstandingtheworkCollaborativeplanningReliablepromising第12页/共76页LeanTechniquesandProcessesUnderstandingtheWork:TraditionalProcessCommonUnderstandingCM/GCHiredMajorTradesHiredPre-ConstructionServicesArchitectHiredEngineersHired≤100%SDDDCDConstructionOwner第13页/共76页LeanTechniquesandProcessesUnderstandingtheWork:LeanProjectTimeCommonUnderstandingCM/GCHiredConceptDesignImplementationConstructionArchitectHiredEngineersHired100%MajorTradesHiredPre-ConstructionServicesValid.Owner第14页/共76页LeanTechniquesandProcesses第15页/共76页第16页/共76页ParadeofTrades:AssumptionsTheprojectiscompletewhen35unitshavebeenprocessedbyeachofseventradesinsequence.Thetradescomeontotheprojectaweekapart.Workiscompletedandavailabletothenexttradeonceaweek.Thetradesworkinsequence,witheachfollowingtradeabletoworkonlyonwhatwasproducedinthepreviousweekbythepriortrade.Workisdonebyrollingadie(singularof‘dice’)andpassingthenumberofunitsrolled—uptothenumberofunitsthetradehastoworkon.Thenumberrolledrepresentstheamountofworkaccomplishedeachweekbythecrew.Onaverageeachcrewisabletoproduceoneunitofworkintheweek.©2009LeanConstructionInstitute17第17页/共76页Move35unitsofworkthrough7trades.Workiscompletedattheendoftheweekandpassedtonexttrade.Placematerialsontableasshown.Chips(theunitsofwork)&ScoreSheetDieConcreteMasonFacadePaintElectricalPlumberCarpenter18©2009LeanConstructionInstituteParadeofTrades第18页/共76页DistributescoresheetsasdirectedChipsontheleftofConcreteEstablishqueuespacesbetweeneachtradeandcupatend.GivedietoPainterFUNDAMENTALRULE:Chipsmoveright,dicemoveleft©2009LeanConstructionInstitute19ParadeofTrades第19页/共76页20Masonrolls2,moves2,leaving1ininventory.HandsthedietoConcrete.Recordstheresult.©2011LeanConstructionInstituteParadeoftrades第20页/共76页Concreterolls3andmoves3chips.Handsthedietothepainter!Recordstheresult.21EndofWeek1Paintersays,“Beginningweek2”DiepassesleftallthewayaroundthecircletotheMason.©2011LeanConstructionInstituteParadeofTrades第21页/共76页22Concreterolls2,passes2,records.HandsdietoPainter.Paintersays,“Beginningweek3.”Week2:Masonrolls2;passes2,1ininventory.Masonrecords2,handsdietoConcrete.©2011LeanConstructionInstituteParadeoftrades第22页/共76页Week3:Facaderolls,passes&records.HandsdietoMason.Masonrolls,recordsandhandsdietoConcrete.Andsoitgoes.©2011LeanConstructionInstituteParadeoftrades第23页/共76页ConcreteCarpenterMasonFacadeElectricalPaint35DiePlumberChipsKeeppassingthedietotheleft!24©2009LeanConstructionInstituteDieParadeoftrades第24页/共76页ParadeofTradesRecordtheweekeachTradefinishes.SumandrecordtheAvailableCapacityforallTrades.SumandrecordthetotalRemainingInventoryforallTradesexceptConcrete.NotethehighestamountofInventoryinanyweekforeachtrade.Calloutscoreswhenasked.25CraftWeekCompleteTotalCapacity(Sum"Column1")TotalInventory(Column3)HighestinventoryinanyweekforthistradeConcrete

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CircleColorofDotsonDieBlueBlack

Red©2011LeanConstructionInstitute第25页/共76页26©2011LeanConstructionInstituteParadeoftradesScheduling:Howmanyweekswillittakeyoutomove35piecesofworkthrough7tradestations?Profitability:What’sthenumberofresourcesyouwillusetomove35piecesofworkthrough7tradestations?第26页/共76页RESULTS#WeekstoComplete...#WeekstoCompleteAverageWorstBest27©2011LeanConstructionInstitute第27页/共76页LeanTechniquesandProcessesCollaborativePlanningDelaydecisionstolastresponsiblemomentUsePullPlanningtoCreateSchedulesReliabilityofworkflowOnlydoworktoreleasedownstreamcrews(importantalsoindesign)第28页/共76页LeanTechniquesandProcessesCollaborativePlanningChilledWaterPlant–

3-DBIMmodel,locatedtheequipmentonthepad,connectedthepipingandidentifiedthehangers...第29页/共76页LeanTechniquesandProcessesCollaborativePlanning:...thendesignedthestructuretocarrythebuildingcomponents第30页/共76页LeanTechniquesandProcessesCollaborativePlanningShortloopdesigniterationsusingbudgetasadesigncriteria第31页/共76页LeanTechniquesandProcessesCollaborativePlanning:SetBasedDesignCreateAnalyze

Converge

Decide第32页/共76页LeanTechniquesandProcessesReliablePromising:inDesignandConstructionPullplanningfordesignefforts第33页/共76页LeanTechniquesandProcessesReliablePromising:inDesignandConstruction第34页/共76页LeanTechniquesandProcessesReliablePromising:inDesignandConstructionMovieTime第35页/共76页ImpeccableCoordination&ProductionSystemDesign©2011LeanConstructionInstitute第36页/共76页BeginwithblankcardGoalistoproduceacardthatlookslikethis...©2011LeanConstructionInstitute第37页/共76页©2011LeanConstructionInstitute第38页/共76页Station1performsanynecessarylayoutforinstallation©2011LeanConstructionInstitute第39页/共76页Station2isresponsibleforassuringbatchsizeBatchesof5mustbepunchedandsecuredwithapaperclip©2011LeanConstructionInstitute第40页/共76页Station3isresponsibleforinstallingthegreendot©2011LeanConstructionInstitute第41页/共76页Station4isresponsibleforinstalling3reddots©2011LeanConstructionInstitute第42页/共76页Station5isresponsibleforinstallingtheyellowdot©2011LeanConstructionInstitute第43页/共76页Station6isresponsibleforinstallingstaronyellowdot©2011LeanConstructionInstitute第44页/共76页Phase1LogisticsWorkstationsinworkflowsequenceMaterialslocatedatworkstationWorkstations2-7haveanincomingqueuespaceCompletedBatchesof5placedinqueuespaceofnextstationBatchesremaintogetheruntilfinalinspection©2011LeanConstructionInstitute第45页/共76页Phase1PoliciesWorkersperformonlytheirassignedtasks-NOTHINKINGMaintainBatchintegrity-BUILDITIFYOUCANandPASSITONIFYOUCAN’T.QCProblemsonlydetectedbyInspector-NOFEEDBACK-NOTALKINGAllQCproblemssetasidebyinspectorasrework-TURNUPSIDEDOWNQCInspectorannouncesfirstgoodproduct.Assemblersarepaidbythepiece,period.©2011LeanConstructionInstitute第46页/共76页PerformanceMetricsProduction:thenumberofgoodcardsproducedineach6minutephase.Time:thetimeittakesthefirstgoodcardtogetthroughthesystem.Rework:thenumberofcardssetasidetoindicatedefectsinconfigurationorfit.Work-in-ProgressInventory(WIP):thenumberofsubassembliesonthetableattheendofthe6minutephase.©2011LeanConstructionInstitute第47页/共76页YourHypothesesHowmanygoodcardswillyourteamproduceinPhaseI?Howlongwillittakeforyoutoproducethefirstgoodcard?Howmuchreworkwillyougenerate(cardssetaside)?HowmuchWIPwillyougenerate(subassembliesleftonthetable)?©2011LeanConstructionInstitute第48页/共76页Howcouldthissystemberedesignedforbetterperformance?©2011LeanConstructionInstitute第49页/共76页Phase2LogisticsWorkersmayhaveonlyoneassemblyattheirworkstationOnly1assemblyallowedinqueuespacebetweenstations(Batchsizeof1)Assemblycanonlybeplacedinqueuewhenitisempty(pullmechanism).WorkstationsinWorkFlowSequenceMaterialslocatedatstationStations2-7haveanincomingqueuespace©2011LeanConstructionInstitute第50页/共76页Phase2PoliciesQCProblemsmaybeverbalizedbyanyworkerSOMETHINKINGandTALKINGALLOWEDAllQCproblemssetasideasreworkatstationdiscovered.TURNUPSIDEDOWNEveryoneispaidhourlywagesplusabonusforteamperformance.WorkersperformonlytheirassignedtasksWorkerscannotfixQCproblemsfromupstreamInspectorannouncesfirstgoodcard.©2011LeanConstructionInstitute第51页/共76页YourHypothesesHowmanygoodcardswillyourteamproduceinPhaseII?Howlongwillittakeforyoutoproducethefirstgoodcard?Howmuchreworkwillyougenerate(cardsturnedupsidedown)?HowmuchWIPwillyougenerate(subassembliesleftonthetable)?©2011LeanConstructionInstitute第52页/共76页Phase3LogisticsWorkloadmaybere-sequencedand/orrebalancedbytheteamWorkersmayhaveonlyoneassemblyattheirworkstationOnly1assemblyallowedinqueuespacebetweenstations(Batchsizeof1)Componentscanonlybeplacedinqueuewhenitisempty(pullmechanism).WorkstationsinWorkFlowSequenceMaterialslocatedatstationStations2-7haveanincomingqueuespace©2011LeanConstructionInstitute第53页/共76页Phase3PoliciesWorkersperformANYstepintheproductionprocess.QCproblemscanbefixedbyanyworker-Fixitwhenyoufindit.Norestrictionsontalking.Everyoneispaidhourlywagesplusabonusforteamperformance.Inspectorannouncesfirstgoodcard.©2011LeanConstructionInstitute第54页/共76页YourHypothesesHowmanygoodcardswillyourteamproduceinPhaseIII?Howlongwillittakeforyoutoproducethefirstgoodcard?Howmuchreworkwillyougenerate(cardsturnedupsidedown)?HowmuchWIPwillyougenerate(subassembliesleftonthetable)?©2011LeanConstructionInstitute第55页/共76页TheDotGame

Whatarethekeypointsorlessonsforyou?Howmighttheseapplytodesigningandbuilding?Howcouldyouusewhatyouhavelearnedonyourproject?©2011LeanConstructionInstitute第56页/共76页GoalsforProductionSystemDesignMatchthroughputratetodemandrateMinimizecycletimeReduceWIPtotheminimumneededtomaintainthroughputMinimizeresourcesrequired©2011LeanConstructionInstitute第57页/共76页LeanTechniquesandProcessesReliablePromising:inDesignand

Const.PlanningSystemMeasurement第58页/共76页LeanTechniquesandProcessesProductionSystemDesign第59页/共76页LeanTechniquesandProcessesProductionSystemDesign:TargetValueDesignPullplanningBuiltinQualityPlanSafetyPlanFirstRunStudiesMetrics第60页/共76页LeanTechniquesandProcessesCollectiveEnterprise:Maximizethewhole,notthepieces第61页/共76页LeanTechniquesandProcessesCollectiveEnterprise:Maximizethewhole,notthepiecesContingencyCM/GCArchitectMechanicalElectricalEngineeringSteelDrywallConc.CivilGlazingProfit第62页/共76页“BuildingsLeakattheIntersectionofContracts”WaterproofingStructuralsteelRoofingWindowCaulkingMasonryConcreteExcavationFoundationWallstudToddZabelle©2010LeanConstructionInstitute第63页/共76页KeyLearnings

Thelargersystemisthefocusofmanagementattention,notlocaloptimizationStakeholderinterestsarealignedthroughsharedriskandrewardProductlifecyclestagesareconsideredinthedevelopmentofthevalueequationProductandprocessaredesignedtogether;indeed,alldesigncriteriaareconsideredwhengeneratingandselectingfromdesignoptions第64页/共76页KeyLearnings

Downstreamplayersareinvolvedinupstreamwork,andvice-versa

ContinuouslearningandinnovationistherealendgameVariationisattackedandreduced—variationinworkload,inprocessdurations,inproductquality,inplanreliability,…第65页/共76页KeyLearningsInventory,capacity,scheduleandfinanci