ROBHRT M.

PATTY AN MlCHAIiL

A. D EN TO N

Value Engineer the Work-Process

Creative an d critical

to Achieve Target Costs

thought tion, seeking to eliminate th e cost of repetitive inefficiency where it can mak e a combined significant tim e an d dollar impact. Kvafuate of process tasks relative to th e tim e an d resources spent doin g it . Wou l d th e client be w illing importance to pa y fo r thi s activity it the y kne w projects wer e doing it ? Is it Is thi s th e first an d onl y tim e th e tea m wil l be doin g it ? value added fro m th e clients or hi s customer's viewpoint, rework, or is it jus t moving things around, correcting mistakes, reviews, internal reporting, justification, setup an d preparation, Label each step as value added, or non-value delays? added Typ e 1 mud a or Typ e 2 muda: Valu e Adde d 10

is applied to eliminate or alter an y actions tha t do no t contribute directly to tas k comple-

Retain (hut tcanot e excessive cycle Wast e tha n be eliminated wittimes) h existing technology. Cont ributo ry work , such as moving mate Typ e 1 Mud a ria l around th e jobsite Consider ho w to eliminate Typ e 1 muda , now ! after it has arrived is typical. Typ e 2 Mud a Consider advancing th e technology to remove it . Requires advancing technology to delete.
and then standardized, by th e wor k team, wit h th e sup an d tools to construct them, need to flo w Al l components in just-in-time; right things, right quantity, right time, right place, right quality Th e pla n should contain al l work-task required inputs, manpower an d system modeling resources, make-ready tasks an d examples of deliverables an d methods. Th e deliveries should be ready to pick, set an d release, already built up , including par t kit s an d too l kit s fo r every task; e.g., palletized, color-coded, lai d ou t at th e point-of-assembly Lis t wor k perforin pre-established ordcr-of-assemb)y. mance standards no w an d desirable ones fo r th e future. Se t internal performance goals fo r speed, cost, usability an d flexibility. Wher e feasible, items should be fixtured using self-aligning an d supporting, reusable devices, so cycle tim e is dramatically shortened fo r final assemblers, Create mor e standard (Se e Chapter 9: Mechanics of Cycle Tim e Reduction,) features. Define options to assure robust installation operations-Teams seek to buil d int o their standards an d work-task plans applicable lessons learned, e.g., field verification, principles of huma n factors, an d design fo r field assembly. (Se c Chapter 8 fo r mor e advanced lea n rules an d tools.) Work needs to be rigorously value engineered to meet target price

por t an d training of industrial an d construction engineers.

on the Quality of Work-Task Packages Definitions - Thi s constitutes a paradigm shift awa y fro m th e accuracy o f estimator-experience based production level task duration estimates an d assurance of sufficient contingency. It e l i m i Focus

tea m wil l rel y instead on verifying everything tha t wil l mak e th e tas k mor e productive, an d eliminating wha t migh t slowdown or hal t a tas k during execution. Sub-team leaders si t dow n wit h each design lead, e.g., exchangers, to define wel l th e process he done, rather tha n fo r their work-tasks, as the y ma y be different fro m others, an d nee d to be represented as the y will assuming the y should be performed th e sam e wa y as other disciplines. The y should engage commitments fro m th e leads themselves, an d rely on frequent updates by th e leads themselves to enable m in i m iz i ng th e impact of change whe n it occurs. Culminate thi s wor k int o th e creation of advanced standardized work-task packages.

nates th e nee d fo r additional layers of management to attempt to impose such estimates on th e team. Ti c

Redesigned

Work-Task

Deployment

Planning
11

& Jones. ) Review an d refine relies heavily o n Womack th e work-design wit h process w a l k t h r o u g h s , Identify points of interface wit h other first-case rehearsals or simulations. subsystem or majo r component teams. or contingent actions. Identity ne w Analyze potential problems, preventative upstream requirements an d downstream challenges. Define a pilot period wit h tim e fo r corrections needed .
Determine how any new work-process

will be tested, (This

section

Explore

transition

management and organizational

impact.

Define work-process owners

needs to be documented measure an d maximise an d output straight line, multiple

Document

an d improved.

Assign to work-process

ownership th e responsibility

using those wh o kno w wha t to : maintain documentation,

performance, identify problems an d opportunities, champion improvements, coordinate input communications wit h other work-process owners. Simplify th e work-process, or rearrange it to provide parallel or alternative paths; fo r advantage. Consider f ron t- end decision making, single point of contact or
reusable work-process,

points of contact fo r bottleneck

training

removal
and

.
measurement in the standards with project specifics m each work-

Documentation should direct, jargon-free, clear, anrevisions. d brie f an d include an know d instructions fo r should be hand y an d he hav e a process fo r updates an d Include wha toptions th e tea m s fo r problem emergencies* It . prevention
26 9

task package.

control

CHAPTER

7 - ENGINEERING

TO FULLY UTILIZETHE

CONSTRUCTION

WORKFACE

Huma n Factors of Flo w

Onc e we line up al l th e essential steps needed to ge t a jo b don e int o a steady, continuous flow, wit h no wasted motions, no interruptions, batches or queues, it changes th e huma n factors. Ho w we wor k together, th e kinds of tools we devise to hel p do th e work , th e organizations we create to facilitate th e flow, th e kinds of careers we pursue, th e nature of business firms an d their relation (see Chapter 11 ; Lea n Cultures Tha t Sustain Accelerated Improvement). It wil l require addressing real needs of employees along th e info rm ation an d material stream so tha t it is in their best interest
12

to other firms

to mak e th e value flow. To ignore th e huma n factors is to invite malicious compliance.

Improve Reward Systems

Ideally, lean accounting and reward systems nee d to lin k th e success o f products produced b y a plant through it s productio n lif e wit h th e original efforts of th e FE L an d Execution stage design, fabricators an d construction team. Lea n reward systems lin k to product success, to offset th e existing tendency toward admirable technical features whic h engineers an d sometimes eve n plant operators like, bu t fai l to return profit due to hig h initial cost, startup delays, training an nance expense- Th e reader should consider ho w thi s will be don e fo r th e employees of project teams: Client Employees EP C Employees Level 1 Suppliers Level 2 Suppliers - Module Assemblers - Original Equipment Manufacturers exhibit d mainte-

Make the business environment as inherently rewarding as possible. Th e mos t rewarding business environments, (this section relies heavily on research by psychologist Mihaly Csikzentmihalyi, University of Chicago' );
3

"a permanent creative tension, tha t demands concentration a clear objective a nee d fo r concentration so intense tha t no attention is lef t ove r an d distractions a lac k of interruptions clear an d immediate feedback on progress toward th e objective a sense of challenge - th e perception tha t one's skills are adequate, bu t jus t adequate to cope wit h th e tas k at hand" Unde r these conditions, people experience a highly satisfying state of psychological flow. People lose their self-consciousness an d sense of time. The y fin d th e tas k itself becomes th e en d rather tha n a means to something mor e satisfying like mone y or prestige. Examples of activity wit h psychological flo w include: roc k climbing games interactive writing a boo k
Detractions from psychological jlow include:

batch an d queue wor k worker seeing onl y a small par t of th e tas k little or no feedback, or less immediate feedback wor k requiring onl y small portion of concentration or skills to deal wit h other tasks in one's field of responsibility constant interruptions Th e reader should consider bee n further improved their mos t satisfying jobs, matching an d ho w it relates to thi s research. these criteria ? Ho w could th e job s have

by eve n mor e attributes

Eliminate the Fear of Job Loss from improvement

Taking away the fear of job loss resultingfrom improvement is at the very core of lean conv ersion* Thi s section relies heavily o n

Womack & J o n e s ,

(Fear of Job Los s = Resistance

to Improvement).

Resistance

to improvement

an d relentless unless employers guarantee workers will no t be ou t of a job , eve n if their

will be underground specific jo b is eliminated. Th e

270

ROBERT M . PATTY AN D MICHAEL A. DUNTO N

"wor k force wil l have a ver y har d rim e differentia rin g layoffs du e to wea k demand an d those du e to kaizen" (improvemen t sessions). Therefore, jo b guarantees, in return th e goa l is to layoff people early to th e level sustainable under lea n management. The n offer fo r cooperation an d working in a ne w way. Th e reader should consider ho w th e resources of th e employees will no t be lai d of f fro m improvement ?

lean enterprise will be marshaled to guarantee

Lines of defense before laying ojj people, include:

"Reduce

overtime

Pu t extra people o n kaizen improvement workshops t o g e t a future payback" In-source mor e pre-assembly, or eve n site fabrication "Cu t th e workweek across th e board Gro w th e business"

Dealing with Unions

15

flow an d continuous improvement i n Problems with Union Rules - Unio n rules ma y mak e i t impossible t o introduce every activity. Thi s is because unions usually have narrow job assignmentsskilling, an d no tea m structures. jo formal b rotation, multi-equipment operaFormally or Informally, Unions Must Accept the Concepts o f multi-craft If engaged in wha t the y clearly see as competitive tion , an d continuous movement of job s an d wor k between groups. advantage, unio n workers will .
16 17

n ignore oncaan massive scale to get jo b done O n a project It is interesting tha t lea n caseofte studies detailtechnical thi s sor t contract of thing- details Unions usually be dealt wit th h e effectively. at Syncrude, in N o r t he r n Alberta, Canada, th e unions ben t ove r backwards to contribute to th e lea n process. The y too k ownership of it as a wa y to prove the y could provide a competitive edge. Although th e United Aut o Workers Unio n keeps trying, the y hav e nott venture bee n able to interest a Japanese majority an of d workers in unionizing hav aney bee of Toyota's new plants in th e Som e join plants between U,S , manufacturers n unionized, To achieve United States, active unio n cooperation consider th e f ollow ing: Train Them Involve th e unio n people an d their stewards an d managers and Then in th e lea n training. The nTake a Lean "Walk of Shame" of shame" through every par t of th e engineertak e th e unio n hea d an d managers on a"walk in g department an d construction areas. Ther e is mud a an d onc e trained, the y wil l be able to see it , Th e
13

mud a include; 'correction

1

everywhere,

of mistakes whic h should never hav e taken place" (see Chapter 9 (Se section on Mistake Proofing) e Chapter 9 section on Micr o Pla n "movement to Workface fin d parts Tasks an d tools whic hCycle should be )immediately at hand " Construction to Reduce Time "wasteful motions through a lack of careful analysis of ho w to do th e job " (see Chapter 9 section on Cycle Tim e Reduction) Chapter machines or other cre w members whic h could be taught to monitor themselves (see

wasted tim e watching

9 section on Loa d Leveling an d Lin e Balancing) waiting materials waiting fo fo r r missing poorly coordinated equipment, or other crews inventories everywhere

Help Union PeopleTha Understand tha t job s an d living cannot be of maintained by bargainingfo rtomutual extract benefit the m witht ol d process is irrelevant tostandards th e current culture superior performance . ou tHelp mutual benefit. Unions to See the Need for Market Differentiating Performance anticipate problems in a tea m context an d Proactively prevent the m whil e constantly rethinking th e organization of wor k an d flo w of information an d material to remove muda , Thi s will hav e th e craft itself doing man y activities o f the Union in Problem Improvement lea Involve n management, improving fa rSolving, mor e rapidly tha n Activities th e rest -of management could do alone. Construction teams ar e already highly skilled in traditional construction operations . jo b rotation, roo t cause analysis, preventative maintenance. Thi s Provide unions training fo r kaizen, involved, multi-skilling, strategies of rapid, profound, an d hcontinuous improvement. wit their u n i o n s,
20

If unions ar e

wil l allow the m to com e up wit h ingenious

th e reader should derive a union action plan, fo r ho w the y will dea l

27 1

CHAPTER

7 - ENGINEERING

TO FULLY UTILIZE TH E CONSTRUCTION

WORKFAC E
1

^
P

t '

Lean Teams Become Broadly Skilled Cross-Function

Ihis is necessary to achieve the higher levels o f savings an d results fro m on-the-job

training. Team s ar e trained to perform";

21

multiple functions to enable continuous flo w of mor e tha n a fe w minutes.

Machines an d people need to be mor e generally; quantity o f engineers wit h

capable, ideally to handle a ver y wid e variety of tasks. Thi s section relics heavily on th e wor k of W o mac k am i Jones.
Hire and train diversified design team members, wit h specialist where needed, bu t a significant

experience to function wel l ove r a variety of anticipated tasks. Thi s is to facilitate rapid resource shifting. Tea m members should be trained to perform tasks before an d after their ow n traditional trade or engineering specialty. Eventually, mos t wil l nee d to become cross-skilled at man y tasks. Onc e cross-trained, crews nee d to be created tha t are sufficiently flexible tha t the y ca n handle a wid e variety of tasks well. Team s integrated wit h several technologies /trades, are le d by th e crew or tea m member mos t qualified specialists. Mos t marketing, by virtue of th e tas k at hand. requiring fewer, narrowly skilled
Lean teams are smaller due to cross training and love the variety. Lea n teams ar c smaller,

engineering, procurement an d construction professionals hav e broader skills tha n the y realize, or hav e ever bee n allowed to use, e.g., du e to th e cross-training received as engineering undergraduates, Whe n small lea n teams ar e appropriately tasked, the y successfully accomplish allowed to do before, an d the y enjoy it , a muc h broader range of tasks tha n the y hav e ever been

Logistics of Flo w

Work Faces and Takt Time for Flow and Pull

Availability of a Workface Should Pull - A completed task frees u p a workface an d visibility o r triggers should hav e kept th e nex t tas k lead appraised. Ti e tas k lead ca n the n pul l th e nex t tas k wit h it s cre w int o action. Pul l fro m an available workface needs to control wha t happens nex t above th e need to prioritize keeping crews busy. A workface should no t be

unused mor e tha n th e tak t time. Cross training creates flexibility to keep crews busy ,
Consider Options for Use of Takt Time - T o simplify

operations,

pla n al l activities
l

i n multiples

o f tak t time, e.g., A

l

day. Tliis is to say tha t th e in f o r m at i on mus t flo w at multiples of A day, i.e., fo r triggers on th e workface map . Th e reader should consider ho w can an available FEL- 3 workface be lai d visible by tas k planning an d mapping an d select an appropriate FEL-3 multiple of tak t tim e fo r example, tw o times or Vz day- Whe n a recent majo r industrial tea m wa s introduced to tak t tim e an d asked ho w frequently th e four-week sequence of workface tas k pla n needed to be updated, a foreman replied/'Well, ho w lon g do yo u wan t my cre w to be standing around waiting?" Every A da y wa s selected.
l

Simplify Flow Logistics

Not e in Figure 7-5 tha t traditional supply an d assembly required 18 support facilities, Atlas V Lea n Sit e Flow, following th e conversion lea n manufacturing flo w applied to th e traditional Not e tha t prior to the introduction of flow at Boeing, using lea n flow, Boeing-Lockheed
23 22

Figure 7-6 displays th e Boeing

24

Another Martin

example in Figure 7. 7 shows th e impact of Delt a IV supply an d assembly operations,

man y additional buildings wer e required to store al l th e parts to assure the y woul d be there whe n needed. Thi s is muc h lik e current project use of shakeout/laydown yards an d tempoan d on th e final assembly site. Material rar y parts warehousing. Further, materials move d fa r greater distances bot h of f movement is inherently non-value added. Whil e teams wil l never eliminate al l of it , significant reduction ca n ofte n save substantial tim e an d cost. Boeing wa s able to eliminate th e nee d fo r mos t of their support facilities wit h their attendant cost. Further, lean flo w on Atlas V reduced factory assembly tim e fro m 36 to 10 months, a 72 % reduction.
2 5

Consider Co-Locating Facility Design, Manufacture and Assembly to Simplify Flow

Design ca n usually best serve th e customer in th e sho p or ou t in th e field, where designers ca n observe th e current design, manufacturing or construction status, where the y ca n see firsthand th e results of their actions. Bes t practice on majo r projects is to provide al lconstruction sites a field engineering office. EPC s maintain large hom e offices wit h th e infrastructure needed to support th e prim e engineering an d procurement activities. Plants are frequently in undesirable international locations an d of short enough duration logical place fo r concurrent engineering is an d locate
27 2

tha t engineers don't wan t to mov e there. Consider where th e mos t as man y skill an d stakeholders there as possible (note: the y might

ROBERT
CENTAUR VFHlCt E

M PATTY AN D MICHAEL A. DENTO N

f-RS SOLID ROCKET BOOST

Payload

II / HI Traditional Processing Flo w Figure 7.5 Ada s

Processing Facility no t shown

CENTAUR VEHICLE

N
Receiviny A frtSp&clion Launch Con!A'][ CtmutT A RA Ccrti*f Saliery L;it> AriminfciraLEVt? OHuTCS Cnmir)UEni;iUioji-, Antii(ffl\ Slur us CENTAU R

ADAPTERS

Vf P Viewin g JL3 O t t o s Mission D# nMor Cw\\ a Coiiln>! f ^ o om ITAR Facilit y S^cocriifl CottfurGncfi BOOSTERS SOLID ROCKET Ccnta r

BOOSTER VEHICLE

L V RT S\ia<:HC(<ii\ Mala 1ST SRB STAGING

-Payload -1 2 launches / vear Processing Facility not shown Capacity

MOBILE LAUNCH PLATFORM

V Lea n Processing Flo w 36 Atlas II , II I an d Titan I V Facilities into 3 Ada s V Facilities

27 3

Figure 7.6

Ada s

Consolidated approximately

CHAPTER 7 - ENGINEERiNGTO

FULLY UTILIZETHE CONSTRUCTION

WORKFACE

* Heavy structural parts travel 6,257 miles to final assembly point an d the n 1,917 miles to th e Cap e vi a escorted truc k *
Figure 7. 7 Decatur Lea n Flo w Optimised fo r Cycle Tim e

Heavy structural parts travel 2, 1 miles through th e factory an d the n 1.5 miles to RD/RO

be located at a supplier fo r som e complex subsystems.) Th e balance will engineers an d managers on th e jobsite fo r final material procurement, fo r jobsite erection. Place die m in offices nex t to th e preassembly space, if noise levels ca n be controlled.

. Large or expensive-to-store materials an d equipment nee d final erection workface, confirmed ready fo r th e nex t task* .

doc k for environmentally controlled shipment via Delta Manner vessel

Pre-Plan Near-Instant Work Setups by preassembltes coming to be pre-engineered, an d Throughput vs. Traditional
Often lean implementation Delta IV s in

Fab to launch rate: 23 months

Fab to launch rate: 15 months

Manufacturing
0

Flo w on

mated systems. complicated, higher speed ones.

7

nee d to travel where needed. Consider

adding

preassembly an d kitting per se and Select simple, accurate and robust equipment - Systems an d equipment whic h ar e simpler, accurate, consistent an d Equipment selected fo r use repeatable ar e preferred ove r one s tha t are simply faster. in th e sho p or field needs to be quiet machinery. During construction, people nee d to tal k frequently to coordinate an d Improving construction wor k process machinery ma y be challenging, solve construction problems an d implement improvements, no t jus t focusing on getting th e current tas k done, bu t on ho w to improve it fo r th e nex t go-around

Mistake Proofing -

to flo w ont o th e jobsite, directly

to th e final preassembly

or

Othe r items should be triggered fo r shipment

as needed an d

temporarily stored unti l required Employees mus t be taught to monitor their ow n wor k an d us e machines, jigs, fixtures or visual techniques to prevent mistakes (see Chapter 9 section

Reduce Setup Time

27 4

Crew s nee d t o avoid lengthy setups, especially setups consuming to th e final construction of hourly workface in combination wit h a transportable
2

workface

time, e.g,,

setup. Cre w setups need

an d mad e ready so tha t the y are almost instant. Establish a process to deal wit h th e ebb an d flo w needs to implement setup improvement schemes on th e site bu t of f th e workface.
manufacturing has led to the elimination rather than the addition of high speed, hard auto-

Th e cost savings is i n reduced setup time, lowe r maintenance automated machines However, an d software.
2

an d coordination companies

o f simpler

systems over t

eventually,

lea n manufacturing

sport som e highly flexible, sof

bu t should metrics ca n be identified. See section on Setup Reduction in Chapter 9.

be considered

where improved

user

Poka Yoke
titled Consider Visual Tas k Engineering to Enhance Worker Productivity). Th e concept

ROBERT M PATIT AN D MICHAEL

A.

DENTON

fo r an error to be is to mak e it impossible passed on to th e Examples include nex t task. ji g or scanner-based dimensional verificatio n an d visual controls suc h as matching signs on bea m alignment fixtures or pip e an d Chapter 9 color codes (see Figure 7. 8 section on Mistake Proofing) .

Total Productive ) (TPM

Maintenance

Whil e a discussion of total productive maintenance (TPM ) techniques is beyond recommended readth e scope of thi s book , in g on di e subject includes publications fro m th e Productivity Press , especially an d Suzuki, To Robinson an d Ginder , 5S principles (see Definitions get started, an d Ke y Concepts) should be applied to al l
28 30 2y

equipment, leading to a clean an d manageable wor k area organization, tidiness, purity, cleanliness an d discipline to maintain it .

Al l debris an d unnecessary items should be removed an d every too l should hav e a clearly marked storage place visible from th e wor k area. (Als o see Chapter 8 section Wor k (5S ) a Foundation fo r Visual Control). Place Organisation
31

Color Coding Pipes is a for m of Mistake Proofing

7-8 Preparing Execution Stage Figure Information

Flo w Control

As described in Chapter 4, an in for mat ion an d material stream fo r th e facility delivery process during th e Execution and Material phase, ca n be described fro m a macro vie w as show n in Figure 7.9- TTiis is no t an ideal lea n state, primarily because it contains multiple uni t buffers. (i.e., fro m detailed design through startup), Not e tha t th e process is controlled fro m tw o activities. First, th e FJzL-3 Team But , it is a th e Final buffers as tea m familiarity aninventory d robustness enables doin g th so. Installation, By including buffers between e sets e overall ca tasnk be sequence according to difficulties are worked out , th e rate o f th installation increased by reducth e chain wit to perform each function to achieve th e required delivery Th actual in g critical cycle tim e at th e h resources initially established Ho we suc h a process spee d da y to day, is controlled by th e actual . pace of tasks, onc e th e project is lean project is controlled started, an d ix\itU\ final erection tio n on a project, whic h could reduce an d finally remove goo d starting poin t fo r lea n implementa-

Erection Construction is described and in thi s section

final erectio n-Jlow

workfaces

an d th e resources adjusted up an d dow n th e lin e to support it. By doin g so,

no rma lly be man y final workfaces on a project available at an y on e time. Thi s graphic shows wha t ma y be necessary to control an d Th e intent flo w during EP will C is be tha t every available fina l erection/construction workface is full th y eutilized. support one of . Similar setups necessary fo r each of them . (Note: To continuously support displayed workface, control board is show n i n Figure 7 ,10 . Not e tha t there Eac wilhl suc h lin e is thi s hypothetical tea m expected to maintain on e an d onl y three kitting/preassembly an d on e e information line,)should balance their Th e kitting/p re aslines sem bly/modul assembly crews on e preassembly, ki t or module ready to erect/construct (shown waiting in th e grey . Thu s whe n th e current tas k at th e workface is complete, th e nex t on e ca n be waiting as nea r as possible to erect it, an d waiting fro m each line
27 5

project e is minimized, A Final tim Installation,

has established

inventory efforts

buffer).

an d th e cre w can proceed immediately to maintain

on e (an d onl y one ) finished

CHAPTER 7 - ENGINEERING TO FULLY UTILIZE TH E CONSTRUCTION WORKFACE

FEL- 3 Wor k & Tea m Breakdown

Inde x
* * * Pac e Pull azj * Plant * Pus h * Inventory * > i

Q BulTe i

Medium Lon g Lea d F abricator

Len d

* Activity Controller

D e t a i l ed D e s i gn Figure 7. 9 Sample Lea n Valu e Scream

Fabricator y

& Kit

FlowInstal Control l Boards

Final

Start o p Fab . Info Transfer Material Tnimlc

Planned Srate

Lxeeution

Fabrication Programming
1

& s

Suppl

FEL-3 P reassemble Wor k &

Commissio

Map , Project Delivery,

Detailed Desi n

& Ki t

Tea m

B reakdow n s

Lon g Lea d Fabricator ;

Labor

Tas k

Citrmtt Status

Pulle
ll>ijv
V.-.h j-a - n j nr-i i

Medium Lea d Fabricators

nilioii I inn
1

Tas k
_

^
:

>-

Curri'ii f Status

i ^ T J u i

,NCHIOU^

Detcrip'li< m d

Tul a 2 K

P u l U P u sh

Aiuton Ujiht
X
i

^ On Schedule Execution ! mmin .Current SriSin Progra

32
Unvid Dodge, Orgil flussit, Joel Sonbe r Buffer

J t

Kitting

Tas k

Fabrication & Supply

^

Preassernblc

Commission

y
1

Index

Scak'i! linn' u u l M ' IJ I U ' IH '* ' rcijuirctl m i C i i c l i side Component (Voni Final Installation I
i :

Chili iro Sinii/u, l\mi;eij Lon^s, Sobe Fckk r Mi d lead [Sutler no>;enplioi i d

a* ,

* Tiuu -Se;jk'<l l U i of 1 on^lh r t i n i i ml each v * Ki t / s

Tim e SciLct

Progress Ahea d

B e hi nd

Set s th e Pac

Hum* c urt

^il l/Li ft

On

V - phmmICits or pr e roiitlv tin- fimit erection r n

;

Lolly Oat-

VVorkfuee ^ Foreman Crow \

iik >

Truck / Preussemhh Final E rection waitin g

y
Ciirri-ti

Install Buffer

Final Erection

/ Constructio e
Lon g lead Item

Figure 7.1 0

3 Kitting & Pr ca ss em b ly

an d 1 Information

Lin e

Feeding ] Final Erection / Construction Workfncc

time, (e.g., 2 - 4 his)

oa^^o

to r proiUiscJi iblv Miumtrteluver Supplier lursiddin^ component to Pmiwinblv Tnn^portei assemblies p i v as su uM LebersForminj;toi], Final Krcctkm

c o ns tr uc ti o

Kitting & Preassembi

n at on e w o r k f a e

Flo w Control T Inventory

Board, Scaled in Multiples oftakr

ROBERT M. PATTY D MICHAEL A,

AN DEMO N

Ac tak t tim e intervals, cre w chief an d th e final erection foreman considers hi s progress an d each preassembiy line whe n changes to hi s commitments are anticipated, calls hi s manager to shift resources to maintain or update th e control board. In addition to th e other assemblies (preassembled of f site) ar e assemblies an d kit s coming of f th e three site lines, added to th e lineup. Som e ma y items ordered during th e 90-day loo k ahead or before, Not e tha t th e lineup be lonare g lea d fo r a ful l da y of preassembiy items waiting in th e queue an d th e system upstream is resourced so tha t ne w ones replace those erected as fas t as tha t occurs . Wha t woul d upstream tea m members do if the y are ahead of schedule? on th e floor an d sec if anyone needs hel p an d go len d in g in tota! cost reduction. The y woul d loo k at th e andon (signal) lights

a hand- Not e th e advantage of cross training an d everyone benefitteams at th e subsystem, stream an d project level hav e By viewing multiple such flo w boards, a workface visible to shift resources as needed to maintain th e flow, Ik e tim e so th e cre w members or management ca n easily see unit s ar e sequenced an d th e tasks scaled in tak e th e .status ando n light is no t onl y on th e control board, bu t also on th e site an d relative needs of eac h line. Th e nea r eac h workface, Since th e item s ar e delivered in order, wha t should be don e nex t is obvious to everyone. So, crews se t th e module, preassembiy o r d o construction wit h th e kit . Th e Flow Control Board is tim e scaled accordin g to estimated tas k durations. However, variance fro m planned durations is rendered visible to th e tea m an d Not e tha t majo r variances hav e bee n eliminated using lea n methods previsystems designed to accommodate it. ously described. Hence, tha t whic h is accommodated b y thejlow control boards is hu e tune d t o assure performance an d facilitate p r i o r i t i z i n g an d balancing resources an d imp rov ement . Thi s is in contrast to th e continual slippage typical of non-lean control systems. at every workface to erect as fas t as the y can it , teams wil l eliminate mos t of th e current 30 % resource consumption in handling) moving materials around on site after the y wai t tim e an d muc h of another 30 % in re-transport tim e (double have bee n delivered, Further cycle tim e reduction at th e workface will become th e focus, because, if teams ca n decrease that, everything else wil l be set up to be ready to go faster, We wil l describe th e necessary supporting systems backwards critical chain, an d the n tak e a loo k at flo w control fo r commissioning an d startup, (upstream) to di e safely go? By figuring it ou t an d implementing Wha t wil l it tak e to support suc h a lineup of kit s an d preassemblies

Preassembiy and Kitting

create stoppage at th e final construction workface. Conversely, jo b sites wil l no t be inundated wit h a lo t of stuf f tha t is no t needed, Improvemen t ca n be quickly implemented without having to change a lo t of completed materials. on wha t materials Focus first are needed, the n mak e sure th e in f o r m at i on flo w keeps th e material flowing. The n assure resources to are to bebalanced focused at maintain th e sequence an d avoid an y wasted tim e in th e system. Thi s wil l enable further improvement th e final erection workface using fixturing an d other cycle tim e reduction techniques (see Chapter 8) , Moving lin e preassembiy, module build-up an d or kitting fo r each workface could largely be fro m time-scaled . sequenced material an d equipment line-ups on each side of th e module path Preassembiy processes mus t be resourced according to actual progress so there will b e n o gaps co

Moving Module Assembly

Figure 7,1 1 of aircraft modules, an example of world-class manufacturing excellence. shows a moving assembly line Observe wha t is an d is no t happening. Slowly moving aircraft modules (a fe w inches per hour ) pass sequenced an d timescaled lineups of material an d equipment on bot h sides, The Module Work Process Embraces Variation. Thi s execution planning an d production layout is simple com Moving pared to th e usual construction control systems. It easily an d economically accommodates hundreds of variations on each module, (e.g., craft or process unit), ) (Se e Chapter 9 section on Wor k Process Layout, Cells an d Flexible Assembly, fo r Visual, Easily Discerned Scheduling is Achieved. Th e tea m can visually assess readiness as a schedule-oivthe'floor exactly wha t the y an d where the y nee d it - Everyone ca n discern an d actively manage it , need, whe n Th e intent is to mimi c thi s process where feasible on an d of f th e project site. Imagine if preassemblies an d components cam e to th e jobsite an d wer e further preassembled int o modules tha t wer e to o large to economically ship, bu t could Oft e n plants are ver y be built up to a size fo r ne t total cost reduction, at ground level near th e constricted at th e final workfaces. utilization of suc h a final erection workface. constricted workface. Sequenced an d fixtured Moving lin e preassembiy could ver y economically facilitate full . pipes an d structural steel on safety skids (see Figure 7,12) could be placed in th e tim e scaled lineups fo r th e modules. Thi s could avoid significant traditional handling 27 7