Lean construction, takt time planning - Revision history

Tkokotas at 19:02, 17 November 2018

2018-11-17T19:02:24Z

← Older revision		Revision as of 19:02, 17 November 2018
Line 1:		Line 1:
			''Developed by Einar Loktu''


	[[File:Tog.png\|thumb\|350px\|'''Figure 1''': Takt-time "train" <ref>http://docplayer.me/14839468-Filosofien-i-toyota-production-system-har-videre-blitt-utviklet-og-tilpasset-byggebransjen-av-porsche-consulting-for-a-bygge-i-takt.html</ref>]]		[[File:Tog.png\|thumb\|350px\|'''Figure 1''': Takt-time "train" <ref>http://docplayer.me/14839468-Filosofien-i-toyota-production-system-har-videre-blitt-utviklet-og-tilpasset-byggebransjen-av-porsche-consulting-for-a-bygge-i-takt.html</ref>]]
	Lean construction is a project based production process which focuses on good, reliable and predictable scheduling. The focus and the whole idea with lean construction is maximizing value and minimizing waste, especially in terms of working hours. It is a new way of thinking and will take time and effort to implement into the daily routine of a construction worker and an engineer, but will in the long run be cutting cost, increase productivity, make the whole construction process faster and managing projects more efficiently if done the right way.		Lean construction is a project based production process which focuses on good, reliable and predictable scheduling. The focus and the whole idea with lean construction is maximizing value and minimizing waste, especially in terms of working hours. It is a new way of thinking and will take time and effort to implement into the daily routine of a construction worker and an engineer, but will in the long run be cutting cost, increase productivity, make the whole construction process faster and managing projects more efficiently if done the right way.

ELoktu at 17:55, 2 October 2017

2017-10-02T17:55:36Z

← Older revision		Revision as of 17:55, 2 October 2017
Line 206:		Line 206:

	<references/>		<references/>
	~~1. <ref>Womack, J., Jones, D., Roos, D. (2007) ''The machine that changed the world''. New York: First free press. [19.09.2017]</ref>~~
	~~2. <ref>Modig, N., Åhlstrøm, P. (2012) ''Dette er Lean''. Stockholm: Rheologica. [19.09.2017]</ref>~~
	~~3. <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>~~
	~~4. <ref>Cachon, G (2008) ''Matching supply with demand''. New York: McGraw-Hill Irwin. [20.09.2017]</ref>~~
	~~5. <ref>Womack, J., Jones, D. (2003) ''Lean Thinking''. New York: First Free Press. [20.09.2017]</ref>~~
	~~6. <ref>Koskela, L. (1992) ''Application of the New Production Philosophy of Construction''. Stanford University [20.09.2017]</ref>~~
	~~7. <ref>Howell, G. (1999) ''What is Lean Construction''. International Group of Lean Construction. [20.09.2017]</ref>~~
	~~8. <ref>Ballard, G. (2008) ''The Lean Project Delivery System: An Update''. Lean Construction Journal [20.09.2017]</ref>~~
	~~9. <ref>Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]</ref>~~
	~~10. <ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>~~
	11. <ref>Grimsmo, E. (2010) Resultatrapport prosjekt 14318 ''Organisasjonsutvikling og læring knyttet til trimmet bygging. Byggekostnadsprogrammet''. [online] Available at: http://byggekostnader.no/article.php?articleID=478&categoryID=279 [28.09.2017]</ref>
	~~12. <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>~~

	~~13. <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>~~

ELoktu at 16:06, 2 October 2017

2017-10-02T16:06:00Z

← Older revision		Revision as of 16:06, 2 October 2017
Line 167:		Line 167:

	The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure to the right there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref name="NTNU">NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>.		The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure to the right there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref name="NTNU">NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>.

			==Discussion==

			Lean and Lean Construction especially is a fairly new concept and has only been around for a little bit over twenty years. It has gotten almost only good critiques and hasn’t gotten much negative feedback. This has been some of the things that the people negative towards lean construction have used as a point. That the perspective towards Lean Construction has been too narrow and positive, and that the lack of realistic and negative discussion have given people an impression of Lean that lacks a lot of potential problems with the thinking. The fact that the thinking is relatively new gives some companies problems with implementing the idea to all workers, in particularly older people who are used to the good old fashion way. If Lean isn’t implemented in a good way it can be very expensive and actually make the project less profitable.

			===Critique towards Lean Construction in general===

			A to one-sided and positive approach. When reading most articles about Lean Construction it is easy to get the impression that Lean Construction is “perfect” and that it has close to zero problems. There is almost no critical reviews which can give many companies some surprises when trying to implement the theory.

			Lean Construction is relying very much on partners and its suppliers of material. For Lean Construction the work in an optimal way the material shouldn’t be there before right before assembly. If the suppliers are late or behind schedule it can stall the whole process and be very expensive in terms workers not having enough to do etc.

			===Critique towards Takt-Time Planning===

			Takt- time planning is relying on everyone doing their job at the right pace and delivering on time. If one or two groups especially in the start of the “train” are late it will stall the whole construction and cost a lot of money in waiting time. This is one of the things that the buffer zones are useful for, but it will still be a huge blow economically if it keeps happening over a longer period of time.

			The planning is extremely crucial in the process of Takt-time planning. This will be more costly in the management part of the project, but it can be even more costly if the planning is not done well enough. If the order of the carts is off or the pace set is either too fast or too slow it will be both hard to change once the project has started and it will be expensive in terms of the use of time.


	==Key References==		==Key References==

ELoktu at 12:11, 29 September 2017

2017-09-29T12:11:47Z

Show changes

ELoktu: /* Takt-Time Planning */

2017-09-29T11:51:10Z

Takt-Time Planning

← Older revision		Revision as of 11:51, 29 September 2017
Line 99:		Line 99:

	In the progress planning, there will be set up a “train” of field carts which go after each other through the construction process. The building will then be divided into zones based on workload, location and function. To get the easiest and most measurable progress each cart will go through a zone in five days, Monday through Friday.		In the progress planning, there will be set up a “train” of field carts which go after each other through the construction process. The building will then be divided into zones based on workload, location and function. To get the easiest and most measurable progress each cart will go through a zone in five days, Monday through Friday.
	Frandson <ref>~~Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]~~</ref> shows for a takt-time planning process through six steps. The order might vary, but will for the most part be the same.		Frandson <ref>14</ref> shows for a takt-time planning process through six steps. The order might vary, but will for the most part be the same.

	• '''Collecting data:''' Planning through Last Planner says how, who and in which order the work shall be done.		• '''Collecting data:''' Planning through Last Planner says how, who and in which order the work shall be done.

ELoktu at 10:01, 29 September 2017

2017-09-29T10:01:46Z

← Older revision		Revision as of 10:01, 29 September 2017
Line 3:		Line 3:

	When using takt-time planning the construction industry looks at a concept very similar to the assembly line principal. The difference is that the workers and different sectors of the team moves around. To visualize this, it will be like a train with different fields in every train car driving in a decided order through the building. I order to prevent stoppages in the production and workers waiting, every car needs to have the same pace. Results from various studies show that workers working in a takt time system has more control and a tidier workplace. Takt time planning can also show for less conflicts, better workforce and higher utilization of labor, than in more traditional planning concepts.		When using takt-time planning the construction industry looks at a concept very similar to the assembly line principal. The difference is that the workers and different sectors of the team moves around. To visualize this, it will be like a train with different fields in every train car driving in a decided order through the building. I order to prevent stoppages in the production and workers waiting, every car needs to have the same pace. Results from various studies show that workers working in a takt time system has more control and a tidier workplace. Takt time planning can also show for less conflicts, better workforce and higher utilization of labor, than in more traditional planning concepts.

			Lean in general can be implemented in all other places where the same processes and workflows are repeated. A successful implementation of lean gives control over the company's processes and resources, high productivity, motivated employees and satisfied customers. Lean is therefore a good tool to use when managing a company of any kind.

	__TOC__		__TOC__
Line 13:		Line 15:
	''“A strategy for flow efficiency, with key principles just-in-time and visual management”''		''“A strategy for flow efficiency, with key principles just-in-time and visual management”''

	Just-in-time is about materials and workforce getting to the right place in the right time in the production process, while visual management is method that secures clean, tidy and well-organized workplace.		Just-in-time is about materials and workforce getting to the right place in the right time in the production process (more on the topic later in article), while visual management is method that secures clean, tidy and well-organized workplace.

	===Lean Production===		===Lean Production===
Line 162:		Line 164:

	===Finishing production plan===		===Finishing production plan===
	For the production plan can be accepted by all parts there is one thing that must be decided. The order of the production “train”. In other words, where is the first activity after solid construction going to start up? It is different from project to project, but the rule of thumb is to start at the top and work down to the bottom <ref>Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]</ref>.		For the production plan can be accepted by all parts there is one thing that must be decided. The order of the production “train”. In other words, where is the first activity after solid construction going to start up? It is different from project to project, but the rule of thumb is to start at the top and work down to the bottom <ref>Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]</ref>.

	~~Figure text: Production order with~~ the ~~different start dates for each~~ zone. ~~The~~ red ~~“train” represents~~ the ~~“normal”~~ zones. ~~The Green the~~ lab-zones. The ~~division~~ is ~~favorable because lab~~-~~zones are very different from “normal” zones~~.		The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure to the right there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>.

			==Key References==

			'''Womack, J., Jones, D., Roos, D. (2007) The machine that changed the world. New York: First free press'''

			This is maybe the most important literature for Lean thinking and Lean in general. When the first issue was released in 1990 it was the first one to reveal Toyota's Lean production system, which is the basic for Toyota's success and survival. As the book is today considered by many as a management classic. It is a great reference for understanding the basis of Lean thinking.

			'''Koskela, L. (1992) Application of the New Production Philosophy of Construction. Stanford University'''

			Lauri Koskela is considered as one of the founding fathers of Lean Construction and was the on to introduce the whole idea and concept with this paper in 1992. The paper introduces the new idea, and discusses the pros and cons with it. It is also focusing on how to implement the new idea into the existing construction. This paper can be considered as a bit outdated today as Lean Construction as evolved into something much bigger, but still gives you the story and history behind the idea of Lean Construction.

			'''Ballard, G. (2008) The Lean Project Delivery System: An Update. Lean Construction Journal'''

			This reference uses Toyota's development structure as a base and focuses in large part on the delivery part of Lean Construction. Ballard discusses how the Toyota ideas have been adapted into construction and computer made designs. As the title states the main focus of the paper is the Lean Project Delivery System which he believes is the future of Lean Construction. The Reference have been useful both as a source of figures and for explaining Lean Construction.

			'''Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22.'''

	~~The most~~ important ~~thing is~~ to ~~start~~ the ~~train in a simple zone. It is crucial so the train gets started~~ and ~~the carts don’t get delayed already in the first zone~~. This ~~can cause the project to be behind schedule already from the beginning. As seen in~~ the ~~figure there is a train going through the building. One green~~ and ~~one red one. It can be favorable to set up~~ more ~~trains if~~ the ~~building consists~~ of ~~many different types of rooms and zones~~. This ~~example~~ is ~~from a new technological building~~ for ~~NTNU~~ in ~~Trondheim~~, ~~Norway~~ and ~~will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>~~.		This reference focuses largely on two of the more important topics to the article, Takt-Time Planning and Last Planner. "This paper will explore how we successfully merge the rigorous and more pre-determined structure of takt-time planning with the fluid, more interactive and responsive Last Planner™ System" - from abstract of the paper. This is the main focus for the paper and was therefore very useful in the research, and is used mulitiple times in the article.

	==References==		==References==

ELoktu at 21:17, 28 September 2017

2017-09-28T21:17:27Z

← Older revision		Revision as of 21:17, 28 September 2017
Line 11:		Line 11:
	Lean is a production philosophy that can be used for everything from goods to services. Lean aims to get rid of wastage and is focuses on a smooth process. With continues improvements it will be possible to optimize working processes in projects, with a goal of giving the costumer more value for money. An expert in the field who has done significant research on the subject Niklas Modig <ref>Modig, N., Åhlstrøm, P. (2012) ''Dette er Lean''. Stockholm: Rheologica. [19.09.2017]</ref> defines Lean as:		Lean is a production philosophy that can be used for everything from goods to services. Lean aims to get rid of wastage and is focuses on a smooth process. With continues improvements it will be possible to optimize working processes in projects, with a goal of giving the costumer more value for money. An expert in the field who has done significant research on the subject Niklas Modig <ref>Modig, N., Åhlstrøm, P. (2012) ''Dette er Lean''. Stockholm: Rheologica. [19.09.2017]</ref> defines Lean as:

	''“A strategy for flow efficiency, with key principles just-in-time and visual management”''		''“A strategy for flow efficiency, with key principles just-in-time and visual management”''

	Just-in-time is about materials and workforce getting to the right place in the right time in the production process, while visual management is method that secures clean, tidy and well-organized workplace.		Just-in-time is about materials and workforce getting to the right place in the right time in the production process, while visual management is method that secures clean, tidy and well-organized workplace.
Line 18:		Line 18:
	By the end of the 1940s the car manufacturer Toyota was on the verge of bankruptcy. At the same time in USA Ford had about eight times more efficient within the same industry <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>. The leader group in Toyota got a real challenge. They had to achieve the same production rate as Ford within the next three years. If that didn’t happen Toyota would have to declare bankruptcy. The Vice president in Toyota at the time Taiichi Ohno had one clear demand:		By the end of the 1940s the car manufacturer Toyota was on the verge of bankruptcy. At the same time in USA Ford had about eight times more efficient within the same industry <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>. The leader group in Toyota got a real challenge. They had to achieve the same production rate as Ford within the next three years. If that didn’t happen Toyota would have to declare bankruptcy. The Vice president in Toyota at the time Taiichi Ohno had one clear demand:

	''“Deliver the right material, in the exact quantity, with perfect quality, in the right place just before its needed”'' <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>		''“Deliver the right material, in the exact quantity, with perfect quality, in the right place just before its needed”'' <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>

	Toyotas production system was very inefficient and had to be changed quick. The actions that was made resulted in Toyota Production System (TPS), a system consisting of ideas and thoughts that are relevant also today <ref>Womack, J., Jones, D., Roos, D. (2007) ''The machine that changed the world''. New York: First free press. [19.09.2017]</ref>. The Just-in-time principal for example is based on Ohno’s words. When waiting with producing until the need in the marked is actually there, companies will save a lot in storage and the problem with old and no longer usable parts because they simply didn’t order them before it was necessary.		Toyotas production system was very inefficient and had to be changed quick. The actions that was made resulted in Toyota Production System (TPS), a system consisting of ideas and thoughts that are relevant also today <ref>Womack, J., Jones, D., Roos, D. (2007) ''The machine that changed the world''. New York: First free press. [19.09.2017]</ref>. The Just-in-time principal for example is based on Ohno’s words. When waiting with producing until the need in the marked is actually there, companies will save a lot in storage and the problem with old and no longer usable parts because they simply didn’t order them before it was necessary.
Line 46:		Line 46:

	• '''Perspective:''' Production in a fabric goes over a much longer period of time, while the construction industry has a lot more time pressure and shorter projects.		• '''Perspective:''' Production in a fabric goes over a much longer period of time, while the construction industry has a lot more time pressure and shorter projects.

			[[File:pilopplegg.png\|thumb\|750px\|'''Figure 3''': Overlapping project phases from the description of definition, design, supply, assembly and use. <ref>Ballard, G. (2008) ''The Lean Project Delivery System: An Update''. Lean Construction Journal [20.09.2017]</ref>]]

	• '''Sense of responsibility:''' Different parties takes part of a project at different times with a varying sense of responsibility.		• '''Sense of responsibility:''' Different parties takes part of a project at different times with a varying sense of responsibility.
Line 87:		Line 89:
	\| Follow-up on every deviation and disclosure of reason for mistakes.		\| Follow-up on every deviation and disclosure of reason for mistakes.
	\|}		\|}
			'''Table 1''': The traditional way of planning compared to how Last Planner is done.

	Last Planner adds a production control system to the traditional way of planning, where what “should” be done is changed to what “can” be done. It gives a good overview on what is left, and will be the basis for the weekly schedules. With Last Planner the commitment to the work plans will be stronger than what is the case for traditional planning.		Last Planner adds a production control system to the traditional way of planning, where what “should” be done is changed to what “can” be done. It gives a good overview on what is left, and will be the basis for the weekly schedules. With Last Planner the commitment to the work plans will be stronger than what is the case for traditional planning.
Line 135:		Line 138:
	The critical line represents the activity that takes the most time and is defined for other activities and the end date of the project. Delays on the critical line may lead to delays on the delivery date.		The critical line represents the activity that takes the most time and is defined for other activities and the end date of the project. Delays on the critical line may lead to delays on the delivery date.

			[[File:planlegging.png\|thumb\|750px\|'''Figure 4''': Example of a takt-time plan where backwards planning is heavily used. <ref>https://www.researchgate.net/figure/306237179_fig2_Figure-2-Takt-plan-of-Project-3</ref>]]
	====Backwards planning====		====Backwards planning====

Line 140:		Line 144:

	Before the planning can even begin the building must be divided in reasonable big zones and the cart order must be decided. All parts of the team, like entrepreneurs, fields and workers doing the job on the site should take part in the planning meeting. If a field is excluded there will be a bigger risk of the timetable not being upheld. It is also important that all parts understand the principles and the plan that’s made.		Before the planning can even begin the building must be divided in reasonable big zones and the cart order must be decided. All parts of the team, like entrepreneurs, fields and workers doing the job on the site should take part in the planning meeting. If a field is excluded there will be a bigger risk of the timetable not being upheld. It is also important that all parts understand the principles and the plan that’s made.

	~~https://www.researchgate.net/figure/306237179_fig2_Figure-2-Takt-plan-of-Project-3~~

	===Workflow===		===Workflow===
Line 155:		Line 157:
	• Financial buffers.		• Financial buffers.

	Out of these the time buffer is the most commonly talked about, which is about putting in extra time between the activities. Capacity buffer is about giving one team less work than what they theoretically could have done and in that way, takes in account for for example illness or other absence. Workers can also be put to the buffer activity which isn’t put into the production line. Inventory buffer could be to have extra of something in storage or order something extra just in case. Financial buffer is putting away more money than necessary to be able to buy something extra when needed <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.		Out of these the time buffer is the most commonly talked about, which is about putting in extra time between the activities. Capacity buffer is about giving one team less work than what they theoretically [[File:statsbygskit.png\|thumb\|550px\|'''Figure 5''': Production order with the different start dates for each zone. The red “train” represents the “normal” zones. The Green the lab-zones. The division is favorable because lab-zones are very different from “normal” zones <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>]]could have done and in that way, takes in account for for example illness or other absence. Workers can also be put to the buffer activity which isn’t put into the production line. Inventory buffer could be to have extra of something in storage or order something extra just in case. Financial buffer is putting away more money than necessary to be able to buy something extra when needed <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.

	To put in a lot of buffers for a project could be costly, but it will be more challenging to finish a project without them. It is therefore as important with good routines for planning and evaluation to minimize the use of buffers <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.		To put in a lot of buffers for a project could be costly, but it will be more challenging to finish a project without them. It is therefore as important with good routines for planning and evaluation to minimize the use of buffers <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.

ELoktu at 20:31, 28 September 2017

2017-09-28T20:31:16Z

@@ Line 11: / Line 11: @@
 Lean is a production philosophy that can be used for everything from goods to services. Lean aims to get rid of wastage and is focuses on a smooth process. With continues improvements it will be possible to optimize working processes in projects, with a goal of giving the costumer more value for money. An expert in the field who has done significant research on the subject Niklas Modig <ref>Modig, N., Åhlstrøm, P. (2012) ''Dette er Lean''. Stockholm: Rheologica. [19.09.2017]</ref> defines Lean as:
-''“A strategy for flow efficiency, with key principles just-in-time and visual management”''
+      ''“A strategy for flow efficiency, with key principles just-in-time and visual management”''
 Just-in-time is about materials and workforce getting to the right place in the right time in the production process, while visual management is method that secures clean, tidy and well-organized workplace.
@@ Line 18: / Line 18: @@
 By the end of the 1940s the car manufacturer Toyota was on the verge of bankruptcy. At the same time in USA Ford had about eight times more efficient within the same industry <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>. The leader group in Toyota got a real challenge. They had to achieve the same production rate as Ford within the next three years. If that didn’t happen Toyota would have to declare bankruptcy. The Vice president in Toyota at the time Taiichi Ohno had one clear demand:
-''“Deliver the right material, in the exact quantity, with perfect quality, in the right place just before its needed”'' <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>
+      ''“Deliver the right material, in the exact quantity, with perfect quality, in the right place just before its needed”'' <ref>Santos, J., Torres, J., Wysk, R. (2006) ''Improving Production with Lean Thinking''. Wiley, 2006. [20.09.2017]</ref>
 Toyotas production system was very inefficient and had to be changed quick. The actions that was made resulted in Toyota Production System (TPS), a system consisting of ideas and thoughts that are relevant also today <ref>Womack, J., Jones, D., Roos, D. (2007) ''The machine that changed the world''. New York: First free press. [19.09.2017]</ref>. The Just-in-time principal for example is based on Ohno’s words. When waiting with producing until the need in the marked is actually there, companies will save a lot in storage and the problem with old and no longer usable parts because they simply didn’t order them before it was necessary.
 Toyotas production system was largely recognized and the Americans soon adopted the system. It has been written several books about TPS and Lean Production. In the book “Lean Thinking” (2003) the writers Womack and Jones summarizes the five ground principles of Lean Production <ref>Womack, J., Jones, D. (2003) ''Lean Thinking''. New York: First Free Press. [20.09.2017]</ref>.
@@ Line 61: / Line 63: @@
 From the more traditional planning methods, it is usual to plan the different tasks long before they are actually going to happen and is often done by people high up in the hierarchy. Traditionally it is believed that early planning is the way to go, but this doesn’t necessarily account for unforeseen events and how much time these tasks are actually going to take. As the name tells, “Last Planner” describes that the people doing the physical job are the ones to plan the tasks. They are the ones with the most practical experience and will have a better understanding on how much time things will take. In table 1, the major differences between Last Planner and traditional planning is shown. Last Planner is therefore based on the different fields doing their part of the planning and the different fields are involved earlier.
 Last Planner adds a production control system to the traditional way of planning, where what “should” be done is changed to what “can” be done. It gives a good overview on what is left, and will be the basis for the weekly schedules. With Last Planner the commitment to the work plans will be stronger than what is the case for traditional planning.

ELoktu at 19:57, 28 September 2017

2017-09-28T19:57:15Z

← Older revision		Revision as of 19:57, 28 September 2017
Line 92:		Line 92:

	===Production line===		===Production line===

	For TTP to get the wanted result – that the fields get to work undistracted – all the production lines must be planned in an expedient way. All dependencies must be considered, like the walls must be put up by the carpenter before the painter start painting it. A good method in determining the order will be to plan backwards. Start with the work that is going to finish last, work your way backwards till you have a finished order which is called the production line.		For TTP to get the wanted result – that the fields get to work undistracted – all the production lines must be planned in an expedient way. All dependencies must be considered, like the walls must be put up by the carpenter before the painter start painting it. A good method in determining the order will be to plan backwards. Start with the work that is going to finish last, work your way backwards till you have a finished order which is called the production line.

	Where exactly all the fields are divided is up each different project. The carpenter cart will often have easier defined tasks than the rest, and might therefore be smart to divide into different carts and different fields. It is also here important to get the right information from all the different production teams or fields, in order to suggest an order for the fields<ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.		Where exactly all the fields are divided is up each different project. The carpenter cart will often have easier defined tasks than the rest, and might therefore be smart to divide into different carts and different fields. It is also here important to get the right information from all the different production teams or fields, in order to suggest an order for the fields<ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.

	===Duration for the fields===		===Duration for the fields===

	====Takt-time====		====Takt-time====

	A good takt-time plan is known for short, realistic activities <ref>Grimsmo, E. (2010) Resultatrapport prosjekt 14318 ''Organisasjonsutvikling og læring knyttet til trimmet bygging. Byggekostnadsprogrammet''. [online] Available at: http://byggekostnader.no/article.php?articleID=478&categoryID=279 [28.09.2017]</ref>. At the same time, it will be so efficient that there will not be room for unforeseen events. An uncertainty analysis should be taken before every single zone, so the takt-time won’t be delayed. It is essential that the takt-time is upheld when it is decided, which that a good plan and a good planner is crucial for TTP <ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.		A good takt-time plan is known for short, realistic activities <ref>Grimsmo, E. (2010) Resultatrapport prosjekt 14318 ''Organisasjonsutvikling og læring knyttet til trimmet bygging. Byggekostnadsprogrammet''. [online] Available at: http://byggekostnader.no/article.php?articleID=478&categoryID=279 [28.09.2017]</ref>. At the same time, it will be so efficient that there will not be room for unforeseen events. An uncertainty analysis should be taken before every single zone, so the takt-time won’t be delayed. It is essential that the takt-time is upheld when it is decided, which that a good plan and a good planner is crucial for TTP <ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.

Line 132:		Line 134:

	===Finishing production plan===		===Finishing production plan===

	For the production plan can be accepted by all parts there is one thing that must be decided. The order of the production “train”. In other words, where is the first activity after solid construction going to start up? It is different from project to project, but the rule of thumb is to start at the top and work down to the bottom <ref>Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]</ref>.		For the production plan can be accepted by all parts there is one thing that must be decided. The order of the production “train”. In other words, where is the first activity after solid construction going to start up? It is different from project to project, but the rule of thumb is to start at the top and work down to the bottom <ref>Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]</ref>.

	Figure text: Production order with the different start dates for each zone. The red “train” represents the “normal” zones. The Green the lab-zones. The division is favorable because lab-zones are very different from “normal” zones.		Figure text: Production order with the different start dates for each zone. The red “train” represents the “normal” zones. The Green the lab-zones. The division is favorable because lab-zones are very different from “normal” zones.

	The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>

			The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>.

			==References==

	~~==References==~~
	<references/>		<references/>
	1. <ref>Womack, J., Jones, D., Roos, D. (2007) ''The machine that changed the world''. New York: First free press. [19.09.2017]</ref>		1. <ref>Womack, J., Jones, D., Roos, D. (2007) ''The machine that changed the world''. New York: First free press. [19.09.2017]</ref>

ELoktu at 19:26, 28 September 2017

2017-09-28T19:26:24Z

← Older revision		Revision as of 19:26, 28 September 2017
Line 91:		Line 91:
	It can be a few zones that sticks out from the rest and might be harder to plan. These can be taken out of the takt-time plan and is in takt-time planning called a buffer zone. Especially for the more technical fields, the buffer zone will be important. This is because the workload might vary a lot. To prevent big differences in the number off workers between the zones, the buffer zone can be used to prevent big changes in manpower. In zones with a smaller workload, some of the workers will be moved over to the buffer zone to even out the staffing. Typical buffer zones can be technical rooms, larger wardrobes or sports halls, parking cellars etc.		It can be a few zones that sticks out from the rest and might be harder to plan. These can be taken out of the takt-time plan and is in takt-time planning called a buffer zone. Especially for the more technical fields, the buffer zone will be important. This is because the workload might vary a lot. To prevent big differences in the number off workers between the zones, the buffer zone can be used to prevent big changes in manpower. In zones with a smaller workload, some of the workers will be moved over to the buffer zone to even out the staffing. Typical buffer zones can be technical rooms, larger wardrobes or sports halls, parking cellars etc.

	Production line		===Production line===
	For TTP to get the wanted result – that the fields get to work undistracted – all the production lines must be planned in an expedient way. All dependencies must be considered, like the walls must be put up by the carpenter before the painter start painting it. A good method in determining the order will be to plan backwards. Start with the work that is going to finish last, work your way backwards till you have a finished order which is called the production line.		For TTP to get the wanted result – that the fields get to work undistracted – all the production lines must be planned in an expedient way. All dependencies must be considered, like the walls must be put up by the carpenter before the painter start painting it. A good method in determining the order will be to plan backwards. Start with the work that is going to finish last, work your way backwards till you have a finished order which is called the production line.

	Where exactly all the fields are divided is up each different project. The carpenter cart will often have easier defined tasks than the rest, and might therefore be smart to divide into different carts and different fields. It is also here important to get the right information from all the different production teams or fields, in order to suggest an order for the fields<ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.		Where exactly all the fields are divided is up each different project. The carpenter cart will often have easier defined tasks than the rest, and might therefore be smart to divide into different carts and different fields. It is also here important to get the right information from all the different production teams or fields, in order to suggest an order for the fields<ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.
	Duration for the fields
	Takt-time		===Duration for the fields===

			====Takt-time====
	A good takt-time plan is known for short, realistic activities <ref>Grimsmo, E. (2010) Resultatrapport prosjekt 14318 ''Organisasjonsutvikling og læring knyttet til trimmet bygging. Byggekostnadsprogrammet''. [online] Available at: http://byggekostnader.no/article.php?articleID=478&categoryID=279 [28.09.2017]</ref>. At the same time, it will be so efficient that there will not be room for unforeseen events. An uncertainty analysis should be taken before every single zone, so the takt-time won’t be delayed. It is essential that the takt-time is upheld when it is decided, which that a good plan and a good planner is crucial for TTP <ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.		A good takt-time plan is known for short, realistic activities <ref>Grimsmo, E. (2010) Resultatrapport prosjekt 14318 ''Organisasjonsutvikling og læring knyttet til trimmet bygging. Byggekostnadsprogrammet''. [online] Available at: http://byggekostnader.no/article.php?articleID=478&categoryID=279 [28.09.2017]</ref>. At the same time, it will be so efficient that there will not be room for unforeseen events. An uncertainty analysis should be taken before every single zone, so the takt-time won’t be delayed. It is essential that the takt-time is upheld when it is decided, which that a good plan and a good planner is crucial for TTP <ref>Frandson, A. Berghede, K., Tommelien, I. (2013) ''Takt-time planning for Constuction of Exterior Cladding''. Proceedings IGLC-21 [27.09.2017]</ref>.

	The superior timetable with short-term goals will be set by the management and leaders for the project. This is done with collecting information from the different fields with their wishes and suggestions for the takt-time, together with field order and zoning.		The superior timetable with short-term goals will be set by the management and leaders for the project. This is done with collecting information from the different fields with their wishes and suggestions for the takt-time, together with field order and zoning.
	Critical line
			====Critical line====

	The critical line represents the activity that takes the most time and is defined for other activities and the end date of the project. Delays on the critical line may lead to delays on the delivery date.		The critical line represents the activity that takes the most time and is defined for other activities and the end date of the project. Delays on the critical line may lead to delays on the delivery date.
	Backwards planning
			====Backwards planning====

	Backwards planning is a method that uses Last Planner as a base. The method is a tool which involves every worker on a construction site and will give a sense of ownership and the timetable. When a worker is taking part in the making of a timetable it will be harder for them not to comply with the plan. The Method can strengthen the team-feeling for the workers, make them think more as a team and be less selfish.		Backwards planning is a method that uses Last Planner as a base. The method is a tool which involves every worker on a construction site and will give a sense of ownership and the timetable. When a worker is taking part in the making of a timetable it will be harder for them not to comply with the plan. The Method can strengthen the team-feeling for the workers, make them think more as a team and be less selfish.

	Before the planning can even begin the building must be divided in reasonable big zones and the cart order must be decided. All parts of the team, like entrepreneurs, fields and workers doing the job on the site should take part in the planning meeting. If a field is excluded there will be a bigger risk of the timetable not being upheld. It is also important that all parts understand the principles and the plan that’s made.		Before the planning can even begin the building must be divided in reasonable big zones and the cart order must be decided. All parts of the team, like entrepreneurs, fields and workers doing the job on the site should take part in the planning meeting. If a field is excluded there will be a bigger risk of the timetable not being upheld. It is also important that all parts understand the principles and the plan that’s made.

	https://www.researchgate.net/figure/306237179_fig2_Figure-2-Takt-plan-of-Project-3		https://www.researchgate.net/figure/306237179_fig2_Figure-2-Takt-plan-of-Project-3
	Workflow
			===Workflow===

	To get a good flow in the work zones and between the zone changes, different buffers and tools are used. When talking about buffers in construction it is usually four different types <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>:		To get a good flow in the work zones and between the zone changes, different buffers and tools are used. When talking about buffers in construction it is usually four different types <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>:
	- Time buffers.
	- Capacity buffers.		• Time buffers.
	- Inventory buffers.
	- Financial buffers.		• Capacity buffers.

			• Inventory buffers.

			• Financial buffers.

	Out of these the time buffer is the most commonly talked about, which is about putting in extra time between the activities. Capacity buffer is about giving one team less work than what they theoretically could have done and in that way, takes in account for for example illness or other absence. Workers can also be put to the buffer activity which isn’t put into the production line. Inventory buffer could be to have extra of something in storage or order something extra just in case. Financial buffer is putting away more money than necessary to be able to buy something extra when needed <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.		Out of these the time buffer is the most commonly talked about, which is about putting in extra time between the activities. Capacity buffer is about giving one team less work than what they theoretically could have done and in that way, takes in account for for example illness or other absence. Workers can also be put to the buffer activity which isn’t put into the production line. Inventory buffer could be to have extra of something in storage or order something extra just in case. Financial buffer is putting away more money than necessary to be able to buy something extra when needed <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.

	To put in a lot of buffers for a project could be costly, but it will be more challenging to finish a project without them. It is therefore as important with good routines for planning and evaluation to minimize the use of buffers <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.		To put in a lot of buffers for a project could be costly, but it will be more challenging to finish a project without them. It is therefore as important with good routines for planning and evaluation to minimize the use of buffers <ref>Østby-Deglum, E., Svalestuen, F., Drevland, F. (2013) ''Prosjekteringsledelse''. Trondheim: NTNU [28.09.2017]</ref>.
	Finishing production plan
	For the production plan can be accepted by all parts there is one thing that must be decided. The order of the production “train”. In other words, where is the first activity after solid construction going to start up? It is different from project to project, but the rule of thumb is to start at the top and work down to the bottom (9).		===Finishing production plan===

			For the production plan can be accepted by all parts there is one thing that must be decided. The order of the production “train”. In other words, where is the first activity after solid construction going to start up? It is different from project to project, but the rule of thumb is to start at the top and work down to the bottom <ref>Frandson, A., Berghede, K., Tommelein, I. (2014) ''Takt-time planning and the last planner''. Preceedings IGLC-22. [21.09.2017]</ref>.

	Figure text: Production order with the different start dates for each zone. The red “train” represents the “normal” zones. The Green the lab-zones. The division is favorable because lab-zones are very different from “normal” zones.		Figure text: Production order with the different start dates for each zone. The red “train” represents the “normal” zones. The Green the lab-zones. The division is favorable because lab-zones are very different from “normal” zones.
	The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>.
	~~• Jdsa~~		The most important thing is to start the train in a simple zone. It is crucial so the train gets started and the carts don’t get delayed already in the first zone. This can cause the project to be behind schedule already from the beginning. As seen in the figure there is a train going through the building. One green and one red one. It can be favorable to set up more trains if the building consists of many different types of rooms and zones. This example is from a new technological building for NTNU in Trondheim, Norway and will therefore have a lot of lab-zones. Because of this, there were decided to divide into to two trains <ref>NTNU Teknologibygget (2014-17) by project manager Odd Einar Landsen.</ref>