Primera Reunión del SGLC. Daria Zimina

El Sistema de Entrega del Proyecto
Lean

Daria Zimina, Universidad de Loughborough

Contenido

  ¿Qué es el “Lean Project Delivery System”?

  Las oportunidades de reducir perdidas y aumentar el valor

  Introducción al diseño Lean

  Otros elementos del sistema
  Colaboración

  Términos comerciales

Lean Project Delivery System

  Metodología de gestión
  Basada sobre la filosofia Lean
  Aumenta valor y reduce las perdidas en cada fase del proyecto
– planificación emresarial, diseño, construción,
aprovisionamientos, contratos.

  No ofrece soluciones prefabricadas pero directrices de
cómo abordar el gestión
  Sigue en estado de progreso

Presentación gráfica del sistema

Fuente:
Glenn Ballard, 2008

La importancia de las primeras fases del
proyecto:

1)  El proceso de construcción lo podemos mejorar sólo
hasta cierto punto antes que las restricciones se
muevan hacia arriba.

2)  El valor lo entregamos en el sitio de construcción, no
obstante, lo hemos generado durante el proceso del
diseño.

“Que es nuestro negocio no esta definido por el productor sino
por el consumidor[...]por la necesidad que el cliente satisface
cuando compra un producto o un servicio.
Podemos responder a esta pregunta sólo al ver el negocio
desde fuera, desde un punto de vista del cliente”

Peter F. Drucker

¿Qué es el valor para los clientes?

•  Flujo de pacientes •  Reducir duración de
•  Flujo de médicos estancia
• Aprovisionamiento
Operaciones •  Garantizar vuestros
Clientes de la seguridad
de materiales
dentro
•  Mayor satisfacción del
clientes

médicos los pacientes
•  etc. •  Etc.

medios/recursos

objetivos

Las oportunidades para reducir las pérdidas y
aumentar el valor en el diseño

  Incidir en las consecuencias lejanas para el negocio del
cliente
  Diseñar la instalación
  Diseñar la utilización de la instalación
  Diseñar para satisfacer la demanda de las operaciones del cliente

  Pensar el efecto de las decisiones hacia arriba de los
procesos hacia abajo
  Diseñar solamente lo que puede ser construido
  Diseñar el sistema de gestión de obras

  Utilizar un mejor razonamiento y mejores métodos para
gestionar el mismo proceso del diseño

Metodología de gestión

  Target Value Design

  Set-Based Design

  El conjunto de las herramientas de control del sistema del
diseño (e.g. Last Planner System, DSM)

Target Value Design

Es una práctica de gestión que busca hacer del valor, el
coste, el programa y constructibilidad la principal via de
conducción del diseño.

Resumen del proceso de TVD
DEFINIFICIÓN DEL PROYECTO Marca el
• Planificación empresarial Target

•  Estudio de viabilidad

DISEÑO Diseña
•  Conceptual hacia el
•  Detallado
Target

Construye
CONSTRUCCIÓN hacia el
Target

ACCIONAMIENTO/ CESIÓN

Fuente:
Glenn Ballard, 2008

Práctica Convencional vs. TVD
  ¿Qué quiero?   ¿Qué quiero conseguir?

  ¿Cuánto costará?   ¿Qué necesito para cumplir

  ¿Puedo permitírmelo? mis propósitos?

  ¿Puedo obtenerlo por   ¿Qué valor me aporta?

menos dinero?   ¿Qué me puedo permitir
pagar para conseguirlo? (el
coste permisible)
  ¿Qué precio espero pagar?
El precio será inferior o igual
al coste permisible?

Marcamos el Objetivo

¿Que
quiero
conseguir?

Coste Precio
permisible
esperado

Fuente:
Glenn Ballard, 2008

Fijación del Target
Práctica Convencional vs. TVD

  Proviene de estimación y   Proviene de la planificación
experiencia previa de los empresarial del cliente
estimadores.

  Sirve para adivinar la oferta en   Sirve como el coste final del
la licitación proyecto

  Marcado por el cliente o sus   Marcado por el equipo formado
consultores de coste. por los actores principales
(cliente, diseñadores,
constructores)

Objetivo como un desafío

Imposible
Descorazona

Desafiante Inspira

Fácil Empereza

Diseño hacia el Target
  Colocar el Target del proyecto a los sistemas y
subsistemas de la instalación
  Información sobre coste y valor antes del diseño.

  Rápida actualización.

  Value management como un proceso continuo.

  El Target nunca puede ser superado


Target Cost

Un Target del Un Target del Un Target del
Equipo 1
Equipo I1
Equipo n


Source:
Glenn Ballard, 2010

El Proceso de TVD

Desarrollar un plan de negocios del propio proyecto

Validar el plan de negocios del proyecto

Marcar objetivos para valores y condiciones de satisfacción

Adoptar el diseño a los objetivos

Adoptar el proceso de construcción a los objetivos

Diseño Set-Based

Dimensiones
Localizaciones

Características de
Materiales
operación en los Etc

puntos finales

Diseño Set-Based

“Evitar que los ingenieros hagan decisiones
prematuras en el proceso de diseño es parte
importante de mi trabajo”

Encargado de Ingeniería de Productos en Toyota

El orden natural del diseño

Dos características desafiantes del proceso del diseño:

  Indeterminación incorporada (descubrimiento)

  Interdependencia recíproca

Planificación

  Las tareas en Diseño son diferentes a las de Construcción

  Necesitamos adaptar los metodos de planificación que
utilizamos en construción

  Los métodos como Last Planner, los podemos aplicar,
pero también necesitamos otros como, por ejemplo,
Design Structure Matrixes

Un ejemplo de aplicación de LPS en Diseño

Fuente:
Boulder
Associate, 2009

Tradi&onal
structures
create
waste

Courtesy
of
SSM
Cardinal
Glennon
Hospital
IPD
team
&
Tom
van
Landingham
AIA

Fracaso en la Comunicación

Fuente:
Will
LichFg, 2005

Organización

Fuente: Will Ligtich, 2006

El intercambio de información es esencial

“Juntos, podemos seguir
cambiando el destino”

Pablo Picasso

¿Porqué contratamos?

  En el pensamiento lean, los términos comerciales están
subordinados al sistema de producción.

  Estimular la utilización de las metodologías y la cultura lean

  Alinear los intereses comerciales de los participantes

  Crear confianza entre las empresas y entre el mismo
equipo

  Crear un ambiente colaborativo

Algunas características de los contratos lean

  Contratos relacionales multilaterales

  Transparencia – libro abierto

  Las situaciones de pérdida y ganancia se reparten

  Flujo gratuito de fondos entre organizaciones

  Promocionar el aprendizaje

  Recompensa al obtener resultados más altos

Conclusión

Tres dominios

Fuente: Will Lichtig, 2008

Two outcomes of Target Value
Design (TVD) that look to be
repeatable
1.  Projects’ initial scope is completed below market cost
—so far as much as 19% below.

2.  Expected cost falls as design develops.

©2009 Glenn Ballard

  Plan in greater detail as you get closer to doing the work
  Produce plans collaboratively with those who will do the
Work
  Reveal and remove constraints on planned tasks as a Team
  Make and secure reliable promises
  Learn from breakdowns

Set-based design - 1
a method of multiple hypotheses

  The moment one has offered an original explanation for a
phenomenon which seems satisfactory, that moment
affection for [one’s] intellectual child springs into
existence, and as the explanation grows into a definite
theory [one’s] parental affections cluster about [the]
offspring and it grows more and more dear …. There
springs up also unwittingly a pressing of the theory to
make it fit the facts and a pressing of the facts to make
them fit the theory… The temptation to misinterpret
results that contradict the desired hypothesis is probably
irresistible. (Thomas Chrowder Chamberlin , 1897)

  In a 2005 paper, Owen Matthews and Greg Howell, a Florida based constructor, listed four problems
with the ‘traditional’ contractual approach:
  ♣ Good ideas are held back – late involvement of specialist constructors deprives the design team
of the opportunity to develop innovations with those who will deliver the project.
  ♣ Contracting limits cooperation and innovation - … the system of subcontracts that link the
trades and form the framework for the relationships on the project… detail exactly what each subcontractor [is]
to provide…, rules for compensation, and sometimes useful, if unrealistic, information about when work [is] to be
performed.The 20 to 30 page subcontracts mostly [deal] with remedies and penalties for noncompliance.These
contracts [make] it difficult to innovate across trade boundaries even though the work itself [is] frequently
interdependent. (It is hard to have a wholesome relationship … when you have a charge of dynamite around
your neck and the other holds the detonator.) Of course, horse- trading always takes place…, but for “equal”
horses.Trading a small increase in effort by one contractor for a big reduction for another, a horse for a pony, [is]
almost impossible.
  ♣ Inability to coordinate - … no formal effort to link the planning systems of the various
subcontractors, or to form any mutual commitments or expectations amongst them. Project organizations looked
like 20 or more rubber balls, representing subcontractors, all tethered to a single point by long elastic bands.
When the connection point [is] jiggled, the balls jiggled in all random directions colliding with each other in
unusual and unexpected ways.
  ♣ The pressure for local optimization - each subcontractor fights to optimize their performance
because no one else will take care of him.The subcontract …and the inability to coordinate drives us to defend
our turf at the expense of both the client and other subcontractors. Remember that veryone on the project
other than the prime contractor is a subcontractor.These subcontractors frequently, in their life outside of the
subcontract, may be generous, caring and professional. However, since right or wrong is defined by the
subcontract, moreoften than not, they take on a very legalistic and litigious stance becoming an army where the
rules of engagement are “Every man for himself.”

What underlies a Relational Contract?
Ian Macneil
  Relations of significant duration
  Objects of “value” are not all easily measurable
  Many individuals, collective poles of interest
  Future cooperation anticipated
  Benefits and burdens shared
  Trouble is expected
  Relations will vary as unforeseeable future unfolds

Sharing of Design Risk
  Re-define basis of
financial responsibility
  Sutter takes first
Insurance/ dollar risks
Sutter   Designers negotiate
level of risk (profit)
  Fee informed by level
IPD of care and quality
required
Sutter

Sharing Project’s Financial Success

Savings $$
NTE 3-4%
IPD Construction
Contingency Budget
Savings

Owner = Incentive
Cost of Pool =
50 % of Work 50 % of
savings Savings savings

Contenido

  Origen del LPDS
  Valor en los proyectos de construcción
  ¿Que es el “Lean Project Delivery System”?
  Elementos del systema
  Collaboración
  Contractos y incetivación

Valor en los proyectos de construcción

Key Features of Lean
•  The larger system is the focus of   The rule followed for release of work
management attention, not local between connected specialists is: Flow
optimization where you can, Pull where you can’t, Push
where you must
•  Stakeholder interests are aligned through
relational contracts   Activities are performed at the last
responsible moment
•  Necessity, the mother of invention, is self- Standards are the starting point for improving
imposed to cause innovation and learning  
how work is done
•  All product life cycle stages are considered   Learning is continuous; learning from
in design breakdowns and from experiments

•  Downstream players are involved in
upstream work, and vice-versa
  Variation is attacked and reduced—variation
in work load, in process durations, in product
•  Product and process are designed quality, in plan reliability, …
together; indeed, all design criteria are
considered when generating and selecting   Inventory, capacity, schedule and financial
from design options buffers are sized and located to perform their
function of absorbing variability that cannot
yet be eliminated

Setting the Target Cost

1.  Assess the business case (demand, revenues), taking into account the cost to
own and use the facility (business operations, facility operations, facility
maintenance, adaptability, durability) as well as the cost to acquire it.
2.  Determine minimum acceptable ROI or maximum available funds.
3.  Answer the question: If we had a facility with which we could achieve our
specific purposes, and if we could have that facility within our constraints of
cost, location and time, would we do it?
4.  If the answer is positive, and if project delivery is not considered risky, fund the
project. If the answer is positive and project delivery is considered risky, fund a
feasibility study to answer the question: Can we have the facility we have in
mind, will it enable us to achieve our purposes, and can we acquire it within our
constraints?
5.  Start a feasibility study by selecting key members of the team that will deliver
the project if judged feasible.
6.  Determine and rank stakeholder values.

Setting the Target Cost
7.  Explore how the facility will perform in use through process modeling
and simulation.
8.  Scope the facility that will deliver the values.
9.  Determine the expected cost if the facility were provided at current
best practice.
10.  If expected cost exceeds available funds or violates ROI, attack the gap
with innovations in product/process design, restructure commercial
relationships, etc.
11.  If expected cost still exceeds available funds or violates ROI, adjust
scope by sacrificing lesser ranking values.
12.  If the scope and values that support the business case can be provided
within financial constraints, fund the project. Otherwise, kill the
project.

Project Definition Process

What’s Wanted (Ends) What Provides (Means)

Purposes
Operation
Values Design

Design Facility Design
Criteria (s)

Funds,Time,
Location,
Regulations

Constraints

Designing to the Target Cost

1.  Allocate the target cost to systems, subsystems,
components, …
2.  Form teams by facility ‘system’: substructure,
superstructure, envelope, HVAC, lighting, etc.
3.  Establish a personal relationship between designers and cost
modellers/construction experts in each system team.
4.  Have cost modellers/construction experts provide cost
guidelines to designers up front, before design begins.
5.  Require designers to consult cost modellers on the cost
implications of design alternatives before they are
developed.

Designing to the Target Cost

6.  Incorporate value engineering/value management tools and
techniques into the design process.
7.  Periodically convene all teams together to make sure they are not
sacrificing project-level value to local optimization.
8.  When previously agreed, by meeting or beating the target cost,
release funds for adding back lower ranking values or other scope
additions valuable to the client.
9.  Schedule cost reviews and client signoffs, but develop design and cost
concurrently.
10.  Use computer models to automate costing to the extent feasible.

Traditional versus Lean

•  Decisions are made •  Downstream players are
sequentially by specialists involved in upstream
and ‘thrown over the wall’ decisions, and vice-versa
•  Product design is completed, •  Product and process are
then process design begins designed together
•  Not all product life cycle •  All product life cycle stages
stages are considered in are considered in design
design •  Activities are performed at
•  Activities are performed as the last responsible moment
soon as possible

Traditional versus Lean

•  Separate organizations link •  Systematic efforts are made
together through the to optimize supply chains
market, and take what the •  Buffers are sized and located
market offers to perform their function of
•  Participants build up large absorbing system variability
inventories to protect their •  Stakeholder interests are
own interests aligned
•  Stakeholder interests are •  Learning is incorporated
not aligned into project, firm, and supply
•  Learning occurs sporadically chain management

Business Planning
1.  Assess the business case (demand, revenues), taking into account the
cost to own and use the facility (business operations, facility operations,
facility maintenance, adaptability, durability) as well as the cost to acquire
it.
2.  Determine minimum acceptable ROI or maximum available funds --set
the allowable cost for the facility.
3.  Answer the question: If we had a facility with which we could achieve
our specific purposes, and if we could have that facility within our
constraints of cost, location and time, would we do it?
4.  If the answer is positive, and if project delivery is not considered risky,
fund the project. If the answer is positive and project delivery is
considered risky, fund a feasibility study to answer the question: Can we
have the facility we have in mind, will it enable us to achieve our
purposes, and can we acquire it within our constraints?

Shawano Clinic
• Under Budget and Ahead of
Schedule
•3.5 months ahead of schedule –70
additional days of clinic revenue
translating into nearly $1 mil. in the
expanded imaging service line functions
and additional revenue in the 2006 year.
•below the budget in spite of additional
equipment costs and added service line

Design Performance

Japan# USA#

  Avg. Engineering Hours (millions) 1.7 3.1
  Avg. Development Time (months) 46.2 60.4
  # Employees in Project Team 485 903
  # of Body Types per New Car 2.3 1.7
  Supplier Share of Engineering 51% 14%
  Ratio of Delayed Products 1 in 6 1 in 2
  Prototype Lead Time (months) 6.2 12.4
  Prod. Start to First Sale (months) 1 4
  Return to Normal Quality (months) 1.4 11

Source: The Machine that Changed the World by Womack, Jones & Roos
Source: The Machine that Changed the World  
by James P.Womack and Daniel T. Jones#

+ Que hacemos hoy

  the UK Emmerson Report of 1962 noted that “in no other
industry was the responsibility for design so far removed from
the responsibility for production”.

TVD process overview

Source:
Glenn Ballard, 2008

Principles

  Stimulating effect
  Target is for the entire project
  Define what is value – understand client´s business case
  Distinguish between objective and subjective parametres ‘ Haatela approach

  Target setting – basado en business planning of the client
  Target cost must be based on the customer’s function(s) and performance
  • The client must be involved to define the function of the building,
  performance, values and the cost the client is willing to pay for functionality
  and performance
  • Target cost must use market cost data
  • Target costing process must encourage cross-functional teams to co-operate in
  designing to the target (project managers, architects, engineers, construction
  managers, clients)
  • Target cost must be achievable, not too low. Target cost must not be exceeded.
  • Target cost must not be too high. Process should create intense but realistic
  pressure on the designers.
  • Target cost should be decomposed to the components, as cooling system,
  frame and external wall.
  • Rapid estimates should be available to help designing to the target.

Постановка
цели

Allowable Cost

Expected cost

Target
Team experience
Cost Market benchmark

$$

Source:
Glenn Ballard, 2008

Making a Virtue of Necessity
  ‘Lower the river to reveal the rocks’
  Systematically stress the production system to identify needed
improvements
  Buffer the production system so experiments can be
performed without risk of violating commercial agreements
  ‘Price – Profit = Cost
  Artificially manipulate constraints to drive innovation

Features of traditional
construction management
  Outcome costs are unpredictable—except that they will very likely be
higher than estimated.
  Budgets are committed without sufficient analysis of feasibility. Early back-
of-envelope cost estimates never die.
  Design is developed with insufficient regard to cost constraints and
insufficient awareness of cost implications.
  Cost estimates are done in big batches, increasing the time and cost of
design, endangering design completeness and accuracy, and robbing time
from downstream phases.
  Cost estimates increase as design becomes more detailed.
  The loss of client value from budget-driven cuts in facility functionalities
and capacities is enormous.
  A ‘gleam in the eye’ prompts the question “How much would it cost me to
buy X?” rather than “What is X worth to me?”. Price obscures cost, and
Cost obscures worth and value.

Set-based design - 1
a method of multiple hypotheses

  Thomas Chrowder Chamberlin (September 25, 1843
– November 15, 1928) was an influential American
geologist and educator.
  “Multiple Hypotheses” method. A thumbnail sketch of Strong-
Inference is: Identify a scientifically-interesting observation.
  Enumerate all alternative hypotheses that can account for the
observation, based on present knowledge.
  Reject hypotheses by experimental observations until a single
hypothesis remains that has survived an experimental test by
which it could have been rejected. The remaining hypothesis is
the “currently held view” of the “cause” of the observation.

Making Decisions at the Last
Responsible Moment

Whether or not one has the time to carry alternatives
forward, would seem to be a function of
understanding when decisions must be made lest we
lose the opportunity to select a given alternative. We
need to know how long it takes to actually create or
realize an alternative. Understanding the variability of
the delivery process, we can add safety-time to that
lead-time in order to determine the last responsible
moment. Choosing to carry forward multiple
alternatives gives more time for analysis and thus can
contribute to better design decisions.

  El control del proyecto tiene una función ejecutiva, en
oposición a la clásica de detección a posteriori.
  La optimización de esfuerzos se centran en conseguir un
flujo de trabajo fiable, en contraste con el incremento de
productividad.
  Las técnicas “pull” (de empuje) se utilizan para manejar el
flujo de información y de materiales a través de las redes
de especialistas.
  Los resguardos de capacidad y de almacén se utilizan para
absorber variaciones.

Tools
  Feasibility Study With Detailed Budget (Target)
  Engage all parties at earliest possible time
  Scheduling (At SRMC the end users were divided into clear
groups for SD’s and beyond)
  Use a room data sheet
  Full engagement from the Affiliate
  Estimating at the design table
  Empowerment to declare a breakdown
  Clear conditions of satisfaction to teams
  Willingness to say no (need to have or want to have)
  Target team matrix (Organize Teams)
  Adopt a Budget Realignment Approach and Tool

Primera Reunión del SGLC. Daria Zimina

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