Indonesia Lean Construction Feedback_250831_193422.pdf

Konsep lean construction

1. Indonesian Lean
Construction Feedback

2. Agenda
•About me
•Project Observations (1-3)
•Feedback / Suggestions for Improvement
•Top Down Versus Bottom Up Approach
•Building and Maintaining a Lean Culture
•Takt Planning
•Waste Walks
•Reliable Promises
•Four types of Project Production Management

3. Agenda
•Layout Robot
•Immersive Environment for VDC
•How to scale up your lean implementation without much cost
•The importance of learning and going to the site to see
A.Learning from within
B.Learning from outside the organization
•Involving the owner
•Moving from Level 1 & 2 to Level 3 & 4

4. About Me
•Started in the Lean Construction community in 2010.
•Studied under Glenn Ballard, one of the founders of
Lean Construction.
•Co-founder of the Lean Construction Blog.
•Has been part of more than 10 billion USD in projects.
•Industry Council of the Project Production Institute.
https://www.linkedin.com/in/doanhdo/

5. WHAT IS LEAN CONSTRUCTION?
A simple framework to help us organize all
of the lean construction ideas.

6. LEAN PHILOSOPHIES
The Lean Philosophies are simple: ​
1) Respect for people​
2) Maximizing value while minimizing waste​
3) Continuous improvement​
Foundational goals that never change

7. LEAN PRINCIPLES
1.Separate waste from value​
2.Promote flow​
3.Minimize work in process (WIP)​
4.Reduce cycle time​
5.Increase transparency​
6.Visualize information​
7.Go to where the work takes place​
8.Share imperfect information​
9.Plan collaboratively​
10.Prioritize learning​
11.....
12.....
General wisdom uncovered through practice

8. LEAN METHODS
1.Last Planner System ​
2.Target Value Delivery​
3.Choosing By Advantages​
4.Set Based Design​
5.Reliable Promises​
6.Takt​
7.SCRUM​
8.Visual Management​
9.Project Production Management​ (PPM)
Recipes for applying lean effectively

9. LEAN TOOLS
1.Digital​
2.Analog​
3.Hybrid​
What makes Technology Lean?​
1.Improve Information Flow​
2.Promote Transparency​
3.Enable Collaboration​
4.Reduce Waste​
5.Empower people to create More Value​
Resources to help implement lean

11. WHAT DOES SUCCESS LOOK LIKE?
The initial estimate was 761M and the final GMP after TVD was 643M. That is 118M
decrease through the TVD process or around 18% reduction in cost in 24 months
without compromising scope or program.

12. HOW DO WE GET THERE WITH
LEAN DESIGN & CONSTRUCTION?
Collaborative Contracting Big Room / Co-location Continuous Cost Estimating BIM&VDC
Goal Early On Boarding Result

13. LEVELS OF LEAN CAPABILITIES / SOPHISTICATION
•Integrated Project
Delivery
•Progressive Design Build
•Big Room
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design
•PPM
Least Collaborative Most Collaborative
FutureTightly couple learning with doing

14. LEAN DESIGN VS LEAN CONSTRUCTION
•Last Planner
•SCRUM
•5S
•Visual Management
•4D Coordination
•Target Value
Delivery
•Choosing By
Advantages
•Set Based Design
•Last Planner
•SCRUM
•Visual
Management
•Takt
•Big Rooms
•2D and 3D
coordination
•Takt
•Waste Walks
•Video Studies
•Project Production
Management (PPM)
•Supply Chain
•Prefab / Industrialized
Construction
LEAN DESIGN LEAN CONSTRUCTION

15. FOUR TYPES OF PROJECT PRODUCTION
MANAGEMENT
•Location-based
•Same Takt Time for
trades (5 days, 4
days, 3, days, 1 day)
•Fundamental Lean
Method
•Includes Master
Planning, Pull
Planning,
Lookaheads,
Constraint Log, and
Learning.
•Simplest and
most flexible.
•Can be used to
coordinate
design and for
weekly
production
•Focus on the supply chain,
prefab, and project site.
•Use operations science to
minimize WIP
SCRUM LAST PLANNER TAKT PPM

16. SCRUM
To Do Doing DoneBacklog
Sprints can be daily
or weekly

17. LAST PLANNER SYSTEM

18. TAKT PLANNING

19. Supply Chain Manufacturing Construction
Production Systems Modeling
Production Dashboard
Financial Dashboard
Throughput vs WIP
PROJECT PRODUCTION MANAGEMENT (PPM)

20. WELL COORDINATED BIM MODEL + PPM
= INDUSTRIALIZED CONSTRUCTION
Supply Chain Manufacturing Construction
Production Systems Modeling

21. WELL COORDINATED BIM MODEL + PPM
= INDUSTRIALIZED CONSTRUCTION
Combining lean manufacturing, operations science, and lean construction.

22. WASTE WALKS / VIDEO STUDIES
Let workers study their work to find waste and opportunities for improvement.

23. PROJECT 1 - OBSERVATIONS

24. PROJECT 1 - OBSERVATIONS

25. PROJECT 1 - OBSERVATIONS

26. PROJECT 1 - OBSERVATIONS

27. PROJECT 1 - OBSERVATIONS

28. PROJECT 1 - OBSERVATIONS

29. PROJECT 1 - OBSERVATIONS

30. PROJECT 1 - OBSERVATIONS

31. PROJECT 1 - OBSERVATIONS
•Integrated Project
Delivery
•Progressive Design Build
•Big Room
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design

32. PROJECT 2 - OBSERVATIONS

33. PROJECT 2 - OBSERVATIONS

34. PROJECT 2 - OBSERVATIONS

35. PROJECT 2 - OBSERVATIONS

36. PROJECT 2 - OBSERVATIONS

37. PROJECT 2 - OBSERVATIONS

38. PROJECT 2 - OBSERVATIONS

39. PROJECT 2 - OBSERVATIONS

40. PROJECT 2 - OBSERVATIONS
•Integrated Project
Delivery
•Progressive Design Build
•Big Room
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design
•PPM

41. PROJECT 3 - OBSERVATIONS
Meeting Room Warehouse Project Site

42. PROJECT 3 - OBSERVATIONS
Meeting Room Warehouse Project Site
Room for Improvement Room for Improvement

43. PROJECT 3 - OBSERVATIONS
1.Warehouse needs more visual management
2.Organize by color of either the zones or the discipline.
3.Right now, someone can spend all day looking for an
item.
4.Outside yard also needs better visual management
and 5S.
How long does it take you to find something?

44. PROJECT 3 - OBSERVATIONS
1.Laydown space needs to be visual

45. PROJECT 3 - OBSERVATIONS

46. HOW MANY COLORS ARE THERE?

47. HOW MANY COLORS ARE THERE?

48. HOW MANY COLORS ARE THERE?
Don’t be afraid to use more colors. You will never run out of colors. Use one color for one zone and
one discipline.

49. HOW MANY COLORS ARE THERE?

50. VISUAL MANAGEMENT IS ABOUT
COMMUNICATING INFORMATION QUICKLY TO
PEOPLE
Visual Management allows people to get information quickly.
They only need to focus on their colors.
They can ignore the color that is not relevant to them.
Visual Management is a strategy to improve information flow.

51. PUT YOURSELF IN THE SHOES OF EACH WORKER
See what they see. See how they are processing information to do their work.
Observe when people struggle and find ways to remove or reduce the struggle.

52. PROJECT 3 - OBSERVATIONS
Engineering Procurement Construction

53. PROJECT 3 - OBSERVATIONS
Engineering Procurement Construction

54. PROJECT 3 - OBSERVATIONS
Should have a visual production plan like this

55. PROJECT 3 - OBSERVATIONS
Your problems are not rooted in the technical. Your
problems come from people not talking to each
other.

56. PROJECT 3 - OBSERVATIONS
•Integrated Project
Delivery
•Progressive Design Build
•Big Room
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design
•Project Production
Mangagement

57. CURRENT CAPABILITIES IN INDONESIA
•Integrated Project
Delivery
•Progressive Design Build
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Big Room
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design
Current

58. LEVELS OF LEAN CAPABILITIES / SOPHISTICATION
•Integrated Project
Delivery
•Progressive Design Build
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Big Room
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design
General Contractor and Trade
Implementation
Owner and Architect
Implementation

59. HOW DOES A CONTRACTOR MAKE MONEY?

60. HOW DOES A CONTRACTOR MAKE MONEY?
•Only two levers for profit
1. Overhead
2. Labor productivity
•Faster project completion leads to more profit
•Higher worker productivity also leads to more
profit
If you don’t know the levers for
increasing profitability, how can you
improve profitability?

61. THE FOCUS OF EVERY CONTRACTOR
Expected Duration
Final Duration
Schedule reduction = less
overhead & more profit

62. SCHEDULE REDUCTION = LESS OVERHEAD & MORE
PROFIT
Empty space and blank gaps
extra capacity waste.
You should compress your
schedule and put all the
Buffers at the end.

63. SCHEDULE REDUCTION = LESS OVERHEAD & MORE
PROFIT

64. THE FOCUS OF EVERY CONTRACTOR
After you have Takt Zones in place, you should focus on waste walks and kaizen.
Each improvement you make leads to more profit

65. TAKT PLANNING KAIZEN STRATEGY
1.Start with a 5 day Takt Plan
2.Then make improvements to each trade.
Then convert the Takt Plan into 4 days.
3.Then improve each trade and move to 3 days.
4. Then improve and move to 2.5 days
5. Then improve and move to 2 days.
6. Then improve and move to 1.5 days.
7. Then improve and move to 1 day.
You plan for failure but do you also plan
for success?

66. LAYOUT ROBOT

67. IMMERSIVE ENVIRONMENT FOR PROJECT
VISUALIZATION AND VDC COORDINATION

68. IMMERSIVE ENVIRONMENT FOR PROJECT
VISUALIZATION AND VDC COORDINATION

69. TOP DOWN VERSUS BOTTOM UP LEAN
IMPLEMENTATION
1. Vision, policy, requirements,
and templates need to come
from the top down.
2. Top down is how every lean
program starts.
3. But to sustain lean, you have to
build the project culture and use
the bottom up approach.
4. Top down is push. Bottom up is
pull. You need both push and
pull.

70. BUILDING AND MAINTAINING A LEAN CULTURE
1. Create a shared values and alignment
of goals. This should only take 4 hours.
2. Have each person write down their
goals, objectives, values.
3. Cluster the ideas and identify the
“shared values of the project”.
4. Create a project charter and value
statement.
5. Let every project be in charge of
creating its own goals and value.

71. BUILDING AND MAINTAINING A LEAN CULTURE
1. Display the organization chart of each
person with their picture.
2. This makes it easy for people to know who
they are working with.
3. Have each person’s individual name on
their helmet so when you walk by you can
address each person by name.
4. Build better amenities on site such as koi
pond, gym, lunch rooms, water, etc.
5. Reinvest some of the money you gain from
efficiencies to the team.
6. Have a celebration 2-4 times per year.

72. HOW LONG DOES IT TAKE TO GET POSITIVE RESULTS
1. You should be able to get positive
results right away. You should be able
to make improvement every week.
2. Significant improvements can be seen
within 6 months.
3. But the real progress is gradual over
several years and several projects.
4. Each improvement you make leads to
more profit. So there is an incentive to
get better.

73. HOW TO SCALE UP YOUR LEAN IMPLEMENTATION
WITHOUT MUCH COST
1. Have each project director visit 2 lean
projects before starting their own
project.
2. Each year, every project director needs
to visit 4 projects that is not their own.
They need to give feedback on the
current lean implementation and
suggestion for improvement.
3. Every project director should be
formally trained in Lean. It can be
through the training program at
IAMKRI.

74. HOW TO SCALE UP YOUR LEAN IMPLEMENTATION
WITHOUT MUCH COST
1. Provide a suggestion box for workers to put in suggestion
for improvements.
2. Every week, have the office worker do a gemba walk at the
site. Have them look for waste and opportunities for
improvement.
3. Do an annual award for the top lean projects in your
company.
4. Corporate should provide basic lean templates but give
each project the option to create their own template if it is
better suited for their project and superior to the default.
5. Let each project team develop its own culture and lean
implementation. Tools and methods need to be flexible.

75. LEARNING FROM WITHIN AND OUTSIDE YOUR
ORGANIZATION
Learning from within Learning from outside the organization

76. LEARNING FROM WITHIN AND OUTSIDE YOUR
ORGANIZATION
Learning from within
1.Create an internal study action teams. Read blog posts
together and discuss the lessons together. One blog per
week.
2. Create a company wide internal lean community of
practice.
3. With lean, you can’t have improvement without
learning, observing, and reflecting.
4. Learning is part of doing the work.

77. INVOLVING THE OWNER
•Integrated Project
Delivery
•Progressive Design Build
•Big Room
•Takt Planning &
Control
•Reliable Promises
•Waste Walks
•Last Planner
•5S
•Visual
Management
•SCRUM
•Target Value Delivery
•Choosing By Advantages
•Set based Design
Need Owner Involvement

78. WHY INVOLVE THE OWNER?
1. Many of the problems in construction stem from the
design phase.
2. If you want long-term solution, you need to improve
the whole life cycle of the project.
3. With PDB, the customer is paying cost plus for the
team during design. Then the total project is converted
to a GMP when the design is completed and the Target
Cost has been reached.
4. With GMP signed after the design is completed, there
is less risk for the contractor.

79. COMMON MISTAKES THAT PEOPLE MAKE WITH
LEAN CONSTRUCTION
1. Believing that Lean Manufacturing, TPS, Lean Six
Sigma is the same as Lean Construction.
2.Focus too much on the technical and not enough on
the people.
3.Trying to apply the lean tools and methods without
the lean philosophies and lean principles.
4.Not realizing that lean is a change management
process. Each person and team can only make so
much change over time.
5.Not benchmarking lean practices and project
outcomes with lean projects from other countries (US,
Europe, South America, South East Asia).

80. WHAT DOES IT TAKE TO SUCCEED IN THE LONG
RUN?
1. Focus on improving the “whole” design and construction project.
2. Focus on making the project better for the “whole” team.
3. Do continuous (monthly) training and onboarding.
4. Realize that lean is about culture and behavior more than just
technical.
5. Lean allows people to have the right conversations and make reliable
promises.
6.Visit other lean projects around the world to compare and contrast
practices.
7. Make positive changes the norm rather than the exception. Have
people associate change with the positive rather than the negative.

81. HOW LONG DOES IT TAKE FOR A COMPLETE
ORGANIZATION AND COUNTRY LEAN CONSTRUCTION
TRANSFORMATION?
Answer: At least 200 years.
Why so long?
Firstly the lean champion must understand the entire Lean Pyramid
including all 9 lean methods.
Secondly, the lean champion must replicate the knowledge to all of their
projects.
Regardless of how long it takes, you will be making improvements,
increasing profit margins, and getting better every single day.

82. WITH LEAN CONSTRUCTION, THE METHODS AND TOOLS NEED TO
FLEXIBLE WHILE THE PHILOSOPHIES NEVER CHANGE

83. IF I WANT TO START WITH LEAN CONSTRUCTION,
WHERE DO I START?
1. There is a lot of free blog posts and monthly webinars
hosted by the Lean Construction Blog.
2. Lean Construction Institute and Project Production
Institute has annual conferences.
3.There is a free ebook on the art and philosophy of
lean construction.
4.Start with the simple things first:
•5S
•Visual Management
•Big Rooms
•Last Planner System
•SCRUM

84. WASTE EXISTS BECAUSE OF IGNORANCE

85. Questions & Answers