Lean Design Management
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− | The implementation of Lean Design can vary in different forms, but the forms all imply workshops as a tool for the collaboration process. Emmit et al, 2005 created the creative workshop model, as seen on the figure. The creative workshop model consists of 4 workshops: Partnering, Vision, Realism and Criticism. These workshops focus on the value creation, and ends with a conceptual design. This method was tried by Thyssen and Emmit between 2005 and 2007 in a construction project, and the results of are presented in the chapter: Industry implementation and results | + | The implementation of Lean Design can vary in different forms, but the forms all imply workshops as a tool for the collaboration process. Emmit et al, 2005 created the creative workshop model, as seen on the figure. The creative workshop model consists of 4 workshops: Partnering, Vision, Realism and Criticism. These workshops focus on the value creation, and ends with a conceptual design. This method was tried by Thyssen and Emmit between 2005 and 2007 in a construction project, and the results of are presented in the chapter: Industry implementation and results <ref name=Emmit> |
[[File:thyssen_et_al_values.PNG|400px|thumb|right|The Creative workshop model, Emmit et al. 2005]] | [[File:thyssen_et_al_values.PNG|400px|thumb|right|The Creative workshop model, Emmit et al. 2005]] |
Revision as of 19:26, 26 September 2016
Lean Design Management focuses on the Project Purpose. The project purpose works with "why" the project is being undertaken, and the project purpose should therefore define the outcome of the project. [1] Lean design management works to define the the values of the project, and through collaboration incorporate these values into the project.
Lean design management provides a set of specific management tools for the design phase, mainly focused on construction projects. The philosophy behind Lean Design management is derived from Lean Construction, that focuses on two main values: Minimizing waste, and creating value. Lean Design however has a broader focus, with the emphasis on translating values and visions to a concrete project, securing maximum value for clients and providing a realistic and constructable solution for contractors. [2]
Lean Design management uses workshops as a basis for the cooperation, both for the value creation and the value delivery. The number and types of workshops can change with the project it is applied to, but this article presents 7 different types of workshops:
• Cooperation
• Vision
• Realism
• Critics
• Design phase
• Constructability
• Execution.
Although Lean Design management is a relatively new management concept, succesful implementation experiments have been carried out.
Contents |
Background
Lean Design utilizes some the ideas from Lean Construction in the design process. Lean construction originates from the Toyota production line, where Toyota developed the Toyota Production System (TPS), a production system to optimize the car-production line at Toyota. The main values of Lean Production are to minimize waste and maximize value.
The developer of Lean production, Shingo S. defined waste as anything that did not create value for the customer/client, thus optimizing the production by making it Lean.The minimization of waste and maximization of value are also the underlying values for Lean Construction, where the tools from Toyota are used to optimize the processes that make up the “production” in construction.
[3]
In Lean design these values are also present, with the addition of the value definition. The value definition is established through a series of workshops gathering different sets of stakeholders in workshops, where they collaborate to establish a common set of project values, and with collaboration with all stakeholders, transform these values into a concrete buildable project, that will provide most value for the client within the budget. [3]
Theory
The term Lean in relation to production(and later construction) originates from from the book: “The machine that changed the world” by Womack, Jonés and Roos. This book presented the Japanese way of producing cars, and how it differed from the American and European way. This book started a Lean wave through production, and soon thereafter “Application of the New Production Plilosophy to Construction” by Lauri Koskela introduced Lean to Construction. [4]
From the litterature, the core values of both Lean Production and construction are: [4]
• Determine the value chain that creates value for the client
• Optimize this Value Chain
• Keep the product moving – Storage is waste.
• Use Pull-logistics
• Aim for continuous improvement
These values were implemented into the Toyota Production system (TPS). The focus of TPS is not only to have the know-how to produce products, but also have the know-why. The production is oriented towards creating value, and this is the goal of the production. All that does not work for this goal is then defined as waste, as described by Shigeo Schingo. In Lean Construction this perspective on waste is also present. Lean Construction takes some of the philosophy from the TPS to the construction industry, and implies a production perspective. In this perspective, Lean Construction provides a range of different tools to minimize waste and create value with a focus on flow in the processes. These tools include the successful Last Planner system. [4]
With the successful implementation of Lean in construction, Lean was also applied to the design phase, creating the whole Lean Project Delivery system, as seen on the figure. In the figure, all the phases of a project from the definition to use are showed. Lean design Management as described in this article works with the: Project definition and Lean Design. After these phases, the construction begins, and Lean Construction can be applied.
Where Lean Construction in the construction phase creates value from a set of predefined constraints (drawings, models, material etc.), Lean design focuses on the definition of value and how to improve the client value. To create the best possible end value for the users, the client value must be optimized, regardless of the construction phase.
To optimize the client value in a project, firstly the client must identify what values are in the end product, the project purpose. This is not easy to define, as the value changes with perspective, time and a range of other parameters.Different definitions of value exist in litterature, as described in (Thyssen et al, 2008). One of the simplest definitions is seen in figure. This definion underlines the importance of the project purpose. The function of an ended project can be defined as the degree of which the project fulfills the project purpose, and this divided by cost returns the value. [5]
The definition of project value
To maximize the value of a project, firstly the values have to be defined. Lean design management approaches the value definition through collaboration between the stakeholders and the client. The approach can be formulated through an analogi: If you go to a realtor and ask for an apartment in a popular part of town, you have set up a constraint that the realtor can follow, and easily provide an answer to. But what if the price is too costly? – If the client instead engages in a discussion with the realtor, the client can explain the purpose(Ends) that needs be fulfilled – 2 bedrooms, near water etc. This enables the realtor, as an expert, to find the best suited apartment for the client, that maximizes the value for the client purpose.
The same implies for a construction project. For the AEC (Architects, Engineers and Contractors) to develop the best project to suit the clients purpose(ends), the AEC needs to first understand the purpose. This will enable the AEC to construct a project suited with the expertise of the three fields to maximize the value.
G. Ballard describes this as the project definition process, which consists of three parts, which are seen in the figureThe Ends: why is the project being constructed, and what is the purpose.
The Means: How is this project constructed. From the Ends, the AEC outlines how to deliver a project to maximize client value
The Constraints: Funds, times location. The frame that the given project must fall under, and the frame in which to optimize value.
To optimize the Ends, the AEC and client needs to evaluate the means and constrains against the Ends throughout the project definition a design phase. This can ideally be done through a workshopmodel, with several project, value and partnering workshops in the early phase of a project.
These workshops are divided into two types: Value creation and value delivery. [6]
In the Value Creation, the project values are created – This is also called value management (Emmit, 2016). In this phase, the goal is to: “discuss, explore, challenge disagree and eventually agree on commonly shared project values”. The values decided upon are then written down by the team in priority,
After the value creation, the value delivery phase begins – This is also described as value engineering, where values are defined into a specific project and the project is delivered. The value engineering is carried out to optimize the product against the given values, with minimum waste, which is in line with the core values of Lean. [6]
The workshops works as a forum to help understanding the different perspectives the stakeholders have on the given values, and discuss how different solutions will fulfill these values. The workshops works as “value generators” – and later “value drivers”.
To ensure the effect of the Lean design, it is suggested that a process facilitator is pointed out. The role of the process facilitator is to engage discussion, identify potential issues between the stakeholders and ensure that these are resolved through discussion. It is important that the process facilitator remains objective through the whole process, ideally the process facilitator is external to the project. [6]
If the participants in the workshops have a negative attitude, this is resolved by the process facilitator, with discussion. If the problems persist, and the participant is unwilling to engage in the discussions, they must be asked to leave the process and be replaced by others. [6]
These workshops, and a suggested implementation method is described in the Implementation chapter
Implementation of Lean Design Management
The implementation of Lean Design can vary in different forms, but the forms all imply workshops as a tool for the collaboration process. Emmit et al, 2005 created the creative workshop model, as seen on the figure. The creative workshop model consists of 4 workshops: Partnering, Vision, Realism and Criticism. These workshops focus on the value creation, and ends with a conceptual design. This method was tried by Thyssen and Emmit between 2005 and 2007 in a construction project, and the results of are presented in the chapter: Industry implementation and results Cite error: Closing </ref> missing for <ref> tag
Case Study
A case study with Lean Design is presented by Thyssen et. Al, which also took place in Denmark. The case study is a construction project with 42 apartments, covering an area of 3600 m2. The project was set in the Copenhagen area, with a board of residents combined with Copenhagen municipality as client. The end users were set to be elderly people in need of care and families with a disabled child. The whole process was observed, and results were recorded through non participant observation. The process with Lean Design was evaluated through questionnaires, where the process was evaluated on a scale from 1-10 against a defined set of criteria.
In this case, Lean design was tried with value definition phase and the value delivery phase. The end users were included in workshops, where the older users and families with disabled children presented their needs and wished for the apartments, resulting in larger bathroom anf bedroom spaces and improved ventilation system, which was done within budget. There were further wishes from the end users for improvement which could not be fulfilled within the budget, but the design allowed for adaptability for those wishes, so they could be fulfilled in the future.
The project results scored very high in the evaluation, with a 9.0 average with a variance of 0,85. This score indicates great satisfaction with the process. It was remarked that the client had been very enthusiastic about the project, and was able/willing to make decisions with the other stakeholders at the workshops.
Criticism about the process was also recorded in the project. It was noted that there were several complaints about the amount of time set for the workshops. The Architects were not happy with making changes throughout the workshop, and the stakeholders seemed focused on discussing solutions rather than value.
The case showed a very positive implementation of Lean Design, where the value definition led to specific changes in the project. The project, based on the evaluations, was very successful and ended within time and budget. The study notes that there are certain communication and psychological barriers at the workshop that challenges the process. [6]
Annotated Bibliography
Larsen et al (2005) : Evaluering af forsøg med trimmet projektering og trimmet byggeri. Statens byggeforskningsinstitut - A study of an experimental implementation of Lean Design i the delivery phase, with detailed reporting and results.
Emmit, Stephen (2010) : Managing Interdisciplinary projects. Taylor and Francis - The book investigates the relationships between AEC, and how to implement Lean design to improve these relationsships
Bertelsen et al. (2010) :” Guide til bedre projekter med Lean Construction” Lean Construction-Dk - An implementation manuel for Lean Design Management. Offers a concrete workshop guide, and tools to use in the workshops.
Ballard, Glenn (2008) :” The Lean Project Delivery System: An Update. The Lean Construction Journal - An update of the Lean Project delivery system, with the latest theory. Offers background, theory and concrete examples.
Bertelsen et al. (2012) :” Håndbog I Trimmet Byggeri. Foreningen for Lean Construction-DK - A handbook on Lean Construction, with history, theoretical background and implementation advice for both Lean design and Lean Construction
References
- ↑ Geraldi et al (2016) :” How to DO projects. DTU
- ↑ 'Bertelsen et al. (2010) :” Guide til bedre projekter med Lean Construction. Lean Construction-Dk
- ↑ 3.0 3.1 Bertelsen et al. (2012) :” Håndbog I Trimmet Byggeri. Foreningen for Lean Construction-DK
- ↑ 4.0 4.1 4.2 'Ballard, Glenn (2008) :” The Lean Project Delivery System: An Update. The Lean Construction Journal
- ↑ Thyssen et al (2008) : The Toyota Development system applied to a design management workshop model.
- ↑ 6.0 6.1 6.2 6.3 6.4 Emmit, Stephen (2010) : Managing Interdisciplinary projects. Taylor and Francis