LeanArch 11-1029 TSA Final

8/3/2019 LeanArch 11-1029 TSA Final

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Copyright 2011 All Rights Reserved

TSA 2011exas oc e y o rc ec sAIA 72ndAnnual Convention | Dallas, Texas

Copyright 2011 Lean Architecture All Rights Reserved

ea n r c t ect u r e

Excellence in Project DeliverySession 111059Saturday, October 29, 2011

1. Compare the three current systems of Process Management:Lean Thinking, 6 Sigma, and the Theory of Constraints.

learning objectives

2. Acquire insight into the principles of Lean Architecture andevaluate its impact upon contemporary Architecturalmethodology and practice in management, documentation,and technology.

3. Develop instructional documentation & communicationsystems that increase productivity with greater accuracyand a reduction in errors.


4. Put in place basic processes for the development andimplementation of Lean practices in small, medium andlarge firms.


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Design is about how things worknot just abouthow things look. Focus is about choosing what

remembering Steve Jobs

not to do. (italics mine)-Mark Hamburg, Adobe Fellowhttp://blogs.adobe.com/photoshopdotcom/?mboxsession=1318089051922-571602


todayEquip you to look at what you do differently

Some theory

Stuff that works, client and contractor tested &approved



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Process Management 3 Goals

today

Lean Architecture

Management

Documentation

Technology

Implementation


Questions & Discussion

Narrow focus

the practice today

,

More regulation w/ conflicts

Project Complexity & Litigation

Proprietary building systems


Changing Technology


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process managementLean | 6 Sigma | TOC


quality happens



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Dependent on each preceding action

Preventin mistakes from ha enin versus

quality

detect & correct

Planned for, built-in and designed into theway we work


Real Productivity The Avoidance ofUnnecessary Work

productivity

oug o er

Goal More Work in Less Time

Barry Isakson

Goal Better Work with Less Effort

Barry Isakson



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R e m o v e W a s t e

Identify value

lean thinking

Identify value stream

Flow

Pull

Perfection

Focus on Flow


How to Compare Six Sigma, Lean, and the Theory of Constraintsby Dave Navein Quality Progress,2002www.asq.com

Define

Red u ce Var i a t i on

6 sigma

Measure

Analyze

Improve

Control




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ID constraint

M a n a g e Co n s t r a i n t s

toc: theory of constraints

Exploit constraint

Subordinate processes

Elevate constraint

Repeat cycle

Focus on Constraints



Structure work effort to flow

Reduce variation

3 goals

Identify and eliminate what keeps us from doinggood work (constraints)



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Look

ListenBuy!


LookListenBuy!


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Manufacturing

Software development

process management

Construction

Healthcare

US Military

Starbucks?


Washington Post

lean architectureExcellence in Project Delivery

Ongoing process of rethinking and improving

architectural process & methodology

Pursuit of better work by applying Lean principles


to every aspect of practice


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lean architectureExcellence in Project Delivery

Adisciplined approach to doing better work

A way of looking at what we do


ore an a s ngu ar process


le s s is m o r e


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Skipping necessary steps

lean architecture is not

Less than the Standard of Care


lean: management



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1980s US Auto 1980s Japanese Auto


T h e D e s I g n o f W o r k MANAGEMENT

D e s i g n E n g I n e e r I n g P r o d u c t I o nManufac tur ab i l i ty

Design &General Specs

Manager

ProductEngineering

Manager

ManufacturabilityManager

Walls between disciplines

Overlap

62 months to start


MADE IN AMERICA, REGAININGTHE PRODUCTIVE EDGE

-MIT Commission on Industrial

Productivity; Copyright 1989

Sequential, Iterative

Suppliers NOT part of team - 6000

Defective parts - discarded


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D e s i g n M a n u f a c t u r I n g

HeavyweightManager: Design, Engineering

& Manufacturability

One Team 43 months to start


MADE IN AMERICA, REGAININGTHE PRODUCTIVE EDGE

-MIT Commission on IndustrialProductivity; Copyright 1989

Concurrent, designed to build

Suppliers part of Team - 337

Defective parts - Why??


Pr el im | SD Phase DD Phase

15% 20% 45%

CD Phase

25 %

BN & CA



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D e s I g n

45 50% 30 -35%

D o c u m e n t

20 %

C o n s t r u c t


Define Design Deliver



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Overlapping, coordinated systems

Bu i ld i n gs / Cons t ru c t ion

what kind of problem?

One of a kind (usually)

Designers Clients Labor

W h a t k i n d o r o ble m is a ca r ?


Repetitive processes on an assembly line

Self contained design / development

Limited design options


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Eastern USL a n d D e v e lo p m e n t P r o c e s s-help the civil engineer

find the chain

South Central USO w n e r -minimally draw until decisions are made-choices



Reduce variation

3 goals




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Design to Build

L o n ge r design phase, shorter documenting phase

3 goals

Front load thinking

Consultants are Team members

Make a level path

Critical Path Roadmap


Present information on their terms

Find the chain



lean documentationSmarter Communication



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Any intelligent fool can make things bigger andmore complex... It takes a touch of genius - and a

quote

.- Albert Einstein


Easiest thing to do

Conve information use drawin s as needed

organized complexity

Think Slowly (Draw Quickly)

Draw Less (Draw Smart)

Draw what you know

Begin with the end in mind, i.e., PLAN



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Copyright 2011 All Rights Reserved 2

118,000 sf Hospital

- 51 sheetsArchitectural CDs

2 projects, same firm

- low change orders

127,000 sf Hospital


- 158 sheetsArchitectural CDs

- low change orders

$3 million

80% complete

Methodolo

guide:drawings

Covers majority of situations

No time savings thinking, savings in documenting

Instructional

Intern & Contractor friendly



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Hardware Set Number (05 )Hardware sets in Specs or on Draw ings

Doors Number = Room Number (1000)

Add Alpha for multiple doors ( 1000A)

1000B02-05

Fire RatingA=3 Hou r

Door Type Number (02 )Scheduled on Sheet


B = 1 HourC = 1 Hour

D = HourE = 20 MinuteN = No Rating


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HC grab barsdimensioned

one place 1996

ToiletAccessories


WC1 plugsinto the plans


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Typical

Atypical


T o I l e t T y p e s

plug inComponents

T1 plugsinto Floor


Plans


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plug inComponents


T7 keyed on

Floor Plans



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UnitSize


52TYPICAL CASEWORK NO MENCLATURE

Room &Wall


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guide:docs

Partition Types System


organization



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Details

Sections


Circa 1922

Plans


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61


62


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63


Reduce variation

3 goals




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Processes for dealing with repetitious information

- (Almost) never draw it twice

3 goals

- (Almost) never research the same thing twice

Thorough DD, lean CDs

Draw what you know

Understandwhat your doing


Know your audience




lean: technologyGettin the most from our investments


66


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It started with Sticky Bak

information is cheap

BIM: Toilet stall doors


Is BIM or IPD the goal?

the goal

Better buildings, better processes?

Strictly speaking: AutoCad LT



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Confusion of goals and perfection of meansseems, in my opinion, to characterize our age.

quote

- er ns e n


Lets buy a Book

EDI = ElectronicData Interchange


BookSupplier

Slide concept courtesy of Will F. Ikerd II, PE, CWI


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1 Cost Impact of Change

2 Traditional Design Process

BIM process shifts curve

Effort/Effect

123

3 Preferred Design Process


PD SD DD CD BN CA OPSource: Construction Users Roundtable, A/E Productivity CommitteeGraph originated by Patrick MacLeamy, AIA / HOK

Public Entry Lobby

PublicRestrooms

Service

Elevators

Inpatient Nursing SiteVisits planned forweek of Nov 10. Roomdesign/ Nursing Modelunder consideration.

Transition/ Service Elevators

Public ElevatorsExit Stairs

Unassigned

Public Corridor

Cath Lab Seating

Java City Full design

Data

Cath Lab

APC

Data (addedafter out brief)


First Floor Plan

Staff Corridor

Relocated Cath function to alloweasier patient access

Relocated APC function to allowPublic corridor


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BIM


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BIM


BIM


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BIM


BIM


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BIM

lean technologyApril 1, 2009 2:26 PM PDT

Google uncloaks o nce-secret serverwww.cnet.com



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BIM will notEliminate poor project documentation practices

Organize drawings

Put buildings together or build them right

Properly detail buildings

Manage teams & clients

Make good decisions


BIM willHelp us better understand our buildings

Quantitatively and Qualitatively

Aid in the building coordination process

Allow better communication to project stakeholdersand downstream users

BIM + New Processes may transform the industry



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What has changed Manufacturing, and sharplypushed up productivity, are new concepts.

the goal

In ormation an automation are ess importantthan new theories of manufacturing, which are anadvance comparable to the arrival of massproduction 80 years ago. Indeed, some of thesetheories, such as Toyotas lean manufacturing,do away with robots, computers and


.

Peter Drucker, The Economist, pg 12, November 3, 2001.

Know where it fits

Practices and tools change, NOT principles

technology

Must be an enabler

Better communication

Automate repetitious tasks

KISS


Beware BIM presentations

Beware BIM consultants


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Reduce variation

3 goals



BIM / CAD serves Architectural process

New Processes

3 goals

Rapid prototyping of early design options

Automate repetitious tasks

Limit options

SweepProfileMiterAngle (Intern friendly)


1s : o our wayMOB_10-0309_Glazing_Options


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pulling it togetherFinding & Leveraging Knowledge


Marketing and Business Development:

obtain an opportunityto make a profit

overhead

Lean Architecture

- get better at making profit

- survival


$3 million


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Challenges allocating staff & $$

small firms

Best practices

Word of mouth & informal communication

OJT / Mentoring


Intranet

medium firmsSingle office w/ breadth & depth

,

Allocate staff time with some $$

On the fly development

Best practices


Word of mouth & informal communication

OJT / Mentoring

Formal instruction / Intranet


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large firmsGenerally well organized, $$

,

Resistant to change

Resources often squandered on firm wide initiatives

Development by committee

-


Best practicesOJT / Mentoring

Formal instruction / Intranet

S t e v e W o z n i a k , c o -f o u n d e r o f App le Com pu t er :

S o m e t im e s w h e n y o u r e s h o r t o f

the woz

r e s o u r c e s .. . i t f o r ce s y o u t o d o b e t t e r

w o r k .



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5 years

1

eve opResources

Observation

3

ouc : ro ectSystems

50% Design Development

4

ouc : ro ectDetails

75% Construction Docs

2

str ute& Educate

Educate


ssessmen

ID bleeding

ProcessesTools

u ng ys ems ev ew

Firm Systems

ec n ca e a ng

Guide: Sheets done right

Feedback: StaffFeedback: Systems

Mentor

IntranetGuide:Drawings

Guide:Docs

Mines the Firm for good ideas

Develop Process & Methodology

chief knowledge officer

Interact all levels of Firm

Integrating Technology

Spread the Word

Work for buy in


Pirates of the Caribbean:The Curse of the Black Pearl

Copyright 2003Jerry Bruckheimer Films

Walt Disney Pictures


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Problem Identifier

Rules, not Guidelines

guardians of the old ways

Change = Bad


Pirates of the Caribbean:

The Curse of the Black PearlCopyright 2003

Jerry Bruckheimer FilmsWalt Disney Pictures


Reduce variation

3 goals




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The Goal

resources

by Dr. Eliyahu M. Goldratt

Lean Solutionsby James P. Womack and

Daniel T. Jones


Lean Thinkingby James P. Womack and

Daniel T. Jones

resources

by Dr. Eliyahu M. Goldratt


Made In America, Regaining theProductive Edge

by MIT Commission on Industrial Productivity


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acknowledgments

allowed use the sample documentationcontained in todays presentation

RTKL


How to Compar e Six Sigma, Lean,and the Theory o f Constraintsby Dave Nave in Quality Progress, 2002

www.asq.com



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comments?

M icha el F. Cza p, A IA

ssoc a es nc.

(214) 468-7718

[email protected]

or


www.leanarchitecture.com

TSA 2011exas oc e y o rc ec s

AIA 72ndAnnual Convention | Dallas, Texas

ea n r c t ect u r eExcellence in Project DeliverySession 111059Saturday, October 29, 2011

LeanArch 11-1029 TSA Final

Documents

Transcript of LeanArch 11-1029 TSA Final