Have you ever seen something like this?

© 2013
Autodesk
 …or maybe like this?

© 2013
Autodesk
 Audience Poll

§  Audience Background

§  What have you heard about Lean?

§  Has anyone been involved on a Lean

project?

© 2013
Autodesk
 Introduction to Lean Construction and
the Last Planner System
Jon Van Benthem, Technical Account Manager, Autodesk
Rebecca Bettler, National Director of Lean Construction, JE Dunn
Tom Feliz, Customer Engagement Manager, Autodesk

© 2013
Autodesk
 Lean is not…

Set of Tools

Pull
Planning
LEAN Process

© 2013
Autodesk
 So What is Lean…

© 2013
Autodesk
 Through continuous improvement
and respect for people, delivering
ever-increasing value to customers
while eliminating waste

© 2013
Autodesk
 Innovation Requires Change

Business
Business Process People
People
Process

Technology

Technology

Perception Reality

Most companies find the biggest innovation challenge is executing change to

their people and processes.

© 2013
Autodesk
Project Snapshot – Hospital
“culture of
accountability and
collaboration”

“dynamic and live

interactive planning”

140 Beds
177,500 sq. ft.
$150 M
IPD
 Waste
Consumes Resources without Providing Value

1. Overproduction 2. Waiting 3. Inventory

4. Movement 5. Effort 6. Rework of 7. Processing

Errors
© 2013
Autodesk
 Non-productive Time On Job Sites
Waiting
25%
¡  Information
¡  Prerequisite Work
¡  Materials
¡  Equipment & Tools

Productive
Non- Time
Productive 42%
Unnecessary
Movement Time
13% 58%

Unnecessary
Material Handling
12%

Rework
8%
 -“Show” rather than
priority work
-Sequence – Walls too
early
-Schedule Bottlenecks
-Compressed Timeframe
-Manpower Spikes
-Real Issues not addressed in
Coordination Meetings
-Lack of Schedule
Commitment
-Access to Work Area -Material Deliveries -Loading and Hoisting
-Not being able to finish -Floor Congestion -Working around material
what is started -Changing priorities
-Other trades in the way -No Clean-up
-Out of Sequence Work -Not having answers to
-Changing Priorities questions
-Changes -Uncoordinated shop drawings
-Redoing and Undoing
work
 BIM and Lean
§  Reduce Variability
§  Model becomes the Reliable Plan
§  Small Batch Sizes
§  Reduce Inventory
§  Single Piece Flow
§  Pull Planning
§  Visual Management
§  Continuous Improvement
§  Collaborative by Nature
§  Decision by Consensus
§  Extended Network

© 2013
Autodesk
Some of the Tools that Support the
Behavior
§  Last Planner® System
– creates stability and
exposes opportunities
§  5 S – sort, set, shine,
standardize, sustain
§  Improvement
programs
§  A3 Process
§  5 Why Root Cause
Analysis
§  Laser Surveying
§  BIM
§  Prefabrication
§  Reflections – Lessons
Learned – Plus/Delta
§  Process Mapping
§  Value Stream Mapping
§  Target Value Design
§  Choosing by
Advantages
§  Multi-party contracts
(IFOA)
Continuous Learning and
Improvement
§  Plan - a change or a test,
aimed at improvement
§  Do - Carry out the change or
test (preferably on a small
scale)
§  Study - the results. What
was learned? What went
wrong?
§  Act - Adopt the change,
abandon it, or run through the
cycle again
Respect for People
 RESEARCH FINDING FROM EARLY 90’s
 

54 %
of the tasks that foreman said would
finished in a week were actually
completed in that week

© 2010 Lean Construction Institute

Last  Planner®  –  Predictable  workflow  &  rapid  learning    

Lookahead  
    Plan  &  
 Constraint  Analysis  
Pull Planning  
Master  
Schedule  

Planning System
Measurement
Percent  Plan  Complete   Weekly  Work  Planning  
 Master Planning

© 2013
Autodesk
 Make Ready Planning

© 2013
Autodesk
 Constraint Log

•  Activity Effected •  Customer •  Constraint

•  Constraint •  Performer Champion

•  Date Identified •  Date Promised

•  Date Required •  Date Accepted

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Autodesk
 Weekly Work Plan

©2012 Lean Project Consulting, Inc

26
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Autodesk
 Daily Stand-Up

§  I  got  this  done  since  

our  last  stand-­‐up  
§  I’ll  get  this  done  by  
the  next  
§  Let’s  re-­‐plan  where  
necessary  
§  How  can  we  prevent  
this  from  happening  
again?  
 Learning

§  Did we get to where we needed to be since

yesterday?

§  If not, why not?

§  What is our recovery plan?

§  How can we prevent this from happening

again?

© 2013
Autodesk
 PPC Chart

© 2013
Autodesk
Anchor Hospital

§  9,853 square foot §  Actual duration: 19 weeks

addition §  50% contingency returned
§  Planned duration: 26 to owner
weeks §  186% of anticipated profit
Prefabrication  

•  Electrical
Underground
Prior to Precast
Placement

•  Determined
early on through
Pull Planning
and Schedule
Development
Prefabricated
Shared Racks

Mock-Ups
 Mobile Kiosks and Digital Plan Room

© 2013
Autodesk
 Mobile Tablets

© 2013
Autodesk
Reaching a New Frontier:
Leadership, Planning and Management
Traditional Thought
§  Leadership dictates direction
§  Planning is partitioned by
trades and disciplines and is
linear. It is predictive and
generally fixed, setting
parameters for management
§  Management controls are
inflexible, autocratic –
processes are fixed and
measures are isolated and
generally historical
© 2012 Lean Project Consulting
Lean Thought
§  Leadership facilitates
collaborative direction
§  Planning is collaborative,
project-based and seeks to
integrate efforts to eliminate
negative iterations. It learns
as project evolves
§  Management develops a
culture of accountability to
implement the plan, evolves
intelligence, measures are
integrated and proactive
 We are what we repeatedly do.
Excellence, then, is not an act, but a
habit.
- Aristotle

© 2013
Autodesk
 Thank you and Questions?
© 2013
Autodesk
 Session Feedback

§  Via the Survey Stations, email or mobile device

§  AU 2015 passes given out each day!
§  Best to do it right after the session
§  Instructors see results in real-time

© 2013
Autodesk