Lean Experience and Operational Excelence Graña y Montero

Transcription

1 Lean Experience and Operational Excelence Graña y Montero Decenmber 2012

2 WHO WE ARE: Graña y Montero Engineering and Construction Group with the biggest Company Value in Latin America (79 years of experience) Projects for Over 50 Million Men Hours per year About 2,700 employees and 16,000 workers in construction Projects Mining and Energy Industrial and Infrastructure Buildings Lean Experience with Lean in Construction since 1999

3 Graña a y Montero Construimos proyectos en diversos sectores: minería, industria, gas y petróleo, infraestructura, energía, edificaciones Booz Allen Hamilton Mejora de Procesos 21 (MP 21) Eficiencia Y seguimos

4 Graña a y Montero

5 Operational Excelence We should expect these results if we state we work with Operational Excelence: Perceived Quality expectations On time Safety Smooth Ongoing Efficiency Awareness Satisfied Clients Adequate Profit

6 Project Management Production and Services Operations Project Managemet Services Production Management Operations Macro-Strategies Production Planning Reports Execution Coordination Predictions Continuous Improvement

7 Production and Operations managed professionally is fundamental in order to accomplish Operational Excelence (and business results)

8 Traditional View

9 Traditional View P E C lan xecute ontrol Reactive System

10 Understanding Production Dependencies PREDECESSOR 1 PREDECESSOR 2 PREDECESSOR 3 PREDECESSOR 4 PREDECESSOR N PREDECESSOR Reliability = 95% PROCESS X Process X Reliability: N=2, 0.95*0.95=0.90 Process X Reliability: N=5, 77% N=10, 60% N=20, 36% Remote locations, difficult weather conditions, social factors, etc. Dependency on third-party engineering designs and specialized materials Speed required by projects Plans are not updated rapidly Excesive buffers in plans

11 Production management based on traditional Project Management methodologies origins chaos, inefficiency and time risk

12 Lean Approach

13 Our Approach Continuous Flows comes from a Reliable Plan P E C Middle Step Assure: What you do = What you planned to do

14 Our Approach 1st Step: : Continuous Flow FLOW PROCESO 1 PROCESO 2 PROCESO 3 PROCESO 4 PROCESO 5

15 In operations with higher disruption probabilities, continuous flow will get us closer towards Operational Excelence CONTINUOUS FLOW

16 Continuous Flow 1 Analyse the obvious 2 Set special strategies to fight external factors 3 Have all requirements ready before starting tasks

17 Analyse the obvious Consiste en realizar un buen análisis de: Todo lo que se va hacer y como se va hacer Los recursos que se van a necesitar Los tiempos de ejecución Las estrategias para cumplir los objetivos del proyecto It s more important to plan than having a plan Outcomes: Master Schedule Simple to read, understand, update and review

18 WHAT WE HAVE DONE IN HEAVY CIVIL INDUSTRIAL CONSTRUCTION FIRST OF ALL: CONFRONT VARIABILITY

19 Variability Management Gas Distribution at Lima Lima City Ruta inicial a través de Ruta Final la ciudad

20 Variability Management To anticipate, To make ready Línea de Distribución de Gas Natural

21 Last Planner System Is everything ready to start this task? KS - PAGORENI "B" - MALVINAS CONSTRUCCION DE PAD Last Week Horizon LOOKAHEAD Nº 06 DESCRIPCION DE ACTIVIDAD FECHA DE AGOSTO 1 AREA 1 1 Excavación de Top Soil 08-Jul 1 Excavación de Unsuitable 14-Jul 1 Relleno con Material Granular 07-Ago 1 Colocación de Soil Liner 14-Ago 2 Colocación de Geomembrana 21-Ago Current Week Horizon INICIO SEMANA 0 SEMANA 1 SEMANA 2 SEMANA 3 2 weeks to remove these High probabilities that constraints this activity will start on time =SHIELDING TODAY New Activity Starts

22 Last Planner System We designed a customized approach of working with LPS TM IN-PROCESS PLANNING ROUTINE WEEKLY PRODUCTION MEETING WEEKLY PROJECT MEETING PRODUCTION Lookahead SUPPORT TEAMS Support Weekly Plan PPC Constraint Analysis Support Lookahead Weekly Work Plan Support PPC

23 Our Approach 1st Step: : Continuous Flow 2nd Step: Efficient Flow FLOW PROCESO 1 PROCESO 2 PROCESO 3 PROCESO 4 PROCESO 5

24 In operations with higher probability of continuous flow, balanced workload should be the focus EFFICIENT FLOW

25 Efficient Flow (TOC) Continuous Improvement Cycle: Identify Bottleneck Increase capacity of the bottleneck Reduce capacity of the other stations And start all over again

26 Ripley, July 11th, 2000

27 Ripley, July 12th, 2000

28 Ripley, July 13th, 2000

29 Our Approach 1st Step: : Continuous Flow 2nd Step: Efficient Flow 3rd Step: Process Efficiency FLOW PROCESO 1 PROCESO 2 PROCESO 3 PROCESO 4 PROCESO 5 PROCESO 1 PROCESO 2 PROCESO 3 PROCESO 4 PROCESO 5

30 In operations with continuous flow and balanced worload, focus should be in process efficiency PROCESS EFFICIENCY

31 Process Efficiency

32 Process Efficiency TÉCNICAS DE MUESTREO - CARTA BALANCE

33 To accomplish Operational Excelence we must assure: 1.Continuous Flow 2.Efficient Flow 3.Process Efficiency In that order

34 Our Results

35 Our Results

36 Our Results Productivity Improvement Social Housing Formwork: 0.42 MH/M2

37 Our Results Productivity Improvement Before Now 3.90 MH/ML 1.57 MH/ML

38 Our Results Projects under better control Less Stress 99% on time Project delivery for 15 years.

39 Our Results Effective training systems allow young Engineers asumming more responsibilities

40 How we are doing it Steps Received initial support from Consultants Began to create our own Knowledge Evolution Buildings Heavy Civil Industrial Construction Projects We designed our Project Management System based on Production Management and LPSTM 4.5 years ago, we created a small Area to implement, step by step, Project by Project, the new way of doing things

41 HOW ARE How we arewe doing it DOING IT

42 Evolution of our perspective TIME UNTIL NOW FUTURE Integrationof Clients and SC Lean helped us to get to our current understanding: Focus on People (inside and outside of the organization) Create and share Knowledge, constant learning Efficiency will come as a consequence, not as an objective

43 Conclusions What should we focus on? Production as our main management priority Offer better promises and deliver them Efficiency should be the competitive advantage Does Lean Construction help to better manage production and achieve efficiency? Absolutely Is it easy to put into practice Lean Construction techniques? No, a lot of effort is required Implementation demands time Be careful with just thinking you have implemented

44 Conclusions Is it worth the effort? Absolutely. Improvement in economic results and reliability on delivering Projects on time WILL HAPPEN, if really implemented Any tips for implementation? Design with detail how Lean concepts can be embraced within your organization. THINK HOW TO MAKE IT HAPPEN, AND WORK PATIENTLY Why do this? To increase competitive advantage Because Engineering should be in favor of human kind

45 THANKS