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AGC Lean Unit 5
Terms in this set (37)
A space where all project team members can meet and review the latest materials simultaneously.
Conditions of satisfaction
An explicit description by a customer of all the actual requirements that must be satisfied by the performer in order for the customer to feel he/she received exactly what was wanted.
An area separate from the job site used to store materials that are not yet needed on the job site where they may get in the way, be damaged and/or have to be moved several times. A decoupling point can be defined as where in the material pipeline the slow changes from push to pull.
Essential non value adding activity
A task that must be completed, even though from the customer's perspective, it provides no value. Examples are mailing shop drawings to a subcontractor, filing reports, safety inspections, etc.
First run study
Trial execution of a process in order to determine the best means, methods, sequencing, etc. to perform it. First run studies are done at least a few weeks ahead of the scheduled execution of the process, where there is still time to acquire different or additional prerequisites and resources. They may also be performed during design as a basis for evaluating options or designing the position of the work.
Five big ideas
A set of organizing concepts that support Lean project delivery system. They were developed to explain and organize the Sutter Health construction initiative. Optimize the project not the piece, collaborate, really collaborate, projects as networks of commitment, increase relatedness, and tightly couple action and learning.
The five S's plus safety
A simple way of remembering how to quantify the lean principles of Everything in its place and a place for everything. The Ss stand for sort, set, shine, standardize, and sustain.
Five why's of reason analysis
The problem solving technique used to dig for the root cause of a condition by asking why successively (at least five times) whenever a problem exists in order to get beyond the apparent symptoms. As each answer to the why question is documented, and additional inquiry is made concerning that response.
Movement that is smooth and uninterrupted, as in the flow of work from one crew to the next.
The act of releasing an item or activity to the person or group performing the next step or operation on that item or activity. For example, a structural steel design is handed off to the steel detailer to complete shop drawings or a room that has been framed is handed off to the drywall installer.
Integrated project delivery (IPD)
A delivery system that seeks to align interests, objectives, and practices, by preconceiving the organization, operating system and commercial terms governing the project. The primary team members include the architect, key technical consultants, a general contractor and key subcontractors. It creates an organization able to apply the principles and practices of the lean project delivery system.
Buffers created by maintaining a stock of critical material. Lack of these materials poses a threat to reliable workflow on site.
The person or group that directs workers by assigning them their tasks; "superintendent" if the job is small or "foreman" are common names for the last planners in construction
Last planner system (LPS)
The collaborative, commitment based planning system that integrates should can will did planning (pull planning, make ready look ahead planning with constraint analysis, weekly work planning based upon reliable promises, and learning based upon analysis of percent plan complete and reasons for variance).
Lean supply chain
The elimination of waste by creating methods for procurement of materials and equipment.
Lean work structuring (LWS)
Integrates product design (what will be built) with supply chain (how to buy/fabricate) and process design (how to assemble) so that all elements are considered at the same time. The purpose of work structuring is to promote flow and optimize system throughput by focusing on handoffs and opportunities for moving smaller batches of work through the production system.
Taking prefabricated components and building them into a subsection of a larger space, such as a prison cell with beds already attached, bathrooms with plumbing already hooked up, etc. Process allows for greater standardization and reduces the time spent on the job site.
Non value adding activity
Those activities that are pure waste such as looking for tools, moving materials that were places in the way of the work that needs to be completed first, rework, etc.
Pushing a machine or person beyond natural limits. Overburdening people results in safety and quality problems. Overburdening equipment causes breakdowns and defects.
A discussion done at the end of a meeting, project or event that is used to evaluate the session or activity. Two questions are asked and discussed: what work or produced value during the session? What could we do different/better next time to improve the process or outcome?
Assembling components, usually conducted off site either by the supplier or the subcontractor, so that few pieces need to be installed at the job site.
The activities in a construction sequence that need to be completed by others before the next activity can begin. For example, before steel columns can be erected, the footings must be poured and cured and the base plate installed with anchor bolts.
Focus on making work happen by removing constraints ahead of time as much as possible.
Reliably, efficiently and economically allocating resources to day to day functions such that project level milestones and phases are completed.
Focuses on long term goals and milestones. It gives the plan of what should be done and when and who should do it, but not how it should be done.
When the superintendent and other members of the project team are working in fire fighter mode focused on solving a problem that has gotten out of hand. Reactive control mode tends to consume large quantities of time, energy, and money, and it leaves the field staff with little opportunity to look down the horizon and solve small issues before they turn into large problems.
The labor, equipment or tools required to perform a certain activity.
Special cause variation
External sources of variation that include environmental conditions, equipment breakdown, material delivery interruptions, delays in submittals, design errors, etc.
Provides a centralized area on the job site to store supplies and subassemblies. Also known as a logistics center.
The amount of time required at a certain production unit before the material or information is moved to the next production unit.
The amount of finished material/product (finished drywall, masonry wall, etc.) coming out of the production process in a given amount of time. The real measure of speed in the system. Increasing throughput increases the output of the production process. Lean construction focuses on increasing throughput of the whole, not just the speed of the particular task or operation.
Refers to the ability to deviate from standard procedures in a creative, productive way. How effectively a team responds to dynamic and changing construction environments reflects how much variability is embedded within the team.
An activity that changes the shape, form or function of materials or information to meet customer needs.
Value adding activity
Tasks tear change the product or service toward something that the customer, whether its the next trade in line or owner, wants. In order for these activities to be classified as having value, they must be done right the first time.
Value stream map (VSM)
A diagram of every step involved in the material and information flows needed to bring a product from order to delivery.
Deviations from the predetermined standards in the process and results/ A worker failing to meet the specs or standards for the project can cause inferior results and rework and a host of other problems.
Anything that takes time, resources or space, but does not add value to the product or service delivered to the customer.
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