W4A_Toyota Kata for Lean Construction.pdf

Toyota Kata for Lean Construction
Jean-Marc Legentil MBA

2016
© Author Jean-Marc Legentil 2016 © Lean Construction Institute

I am from …visiting

How to improve daily construction operations?
Fin
Processus d’exploitation actuel : construction
Actions
Début : - Locataire en place
1. Décision de déploiement - Facturé
Acteur 2. Acquisition - Édifice en bonne
3. Construction condition
4. Re-développement
Signe Signe chèque

Approuve F.A.P.
VP Ecécutif formulaire ouverture ou no. 2
de budget
Reçoit les contrats

Envoi (transport) des Reçoit et
Signe le Prépare un calendrier signés des
VP Construction KICK OFF contrats à valide les Approuve F.A.P.
F.O.B. d’exécution entrepreneurs/envoie
l’entrepreneur quittances
à finances
Vérifie si ok :
Créé l’entité Fait budget et
Ouvre le projet & Paie Paie Paie - Backlog doc. Prépare formulaire Chèque émis et
- Banque révisions, Chèque
Commis comptable ouvre le budget de Ouvre le contrat les les les - P.O. d’autorisation de envoyé pour signature
- Tps Tvq reprend « before - Paper… paiement F.A.P. de chèque
envoyé
construction permis fournisseurs fournisseurs
(si applicable) proposing payments » av check list et retenues
Signe le Signe chèque

Président F.O.B. #1
Signe le À la fin de chaque

Chargé de projet F.O.B. Obtient les Obtention des Assurances Exécute le mois :
Approuve F.A.P.
plans permis (contractor) chantier demande de
paiements
Génère un
Fournisseurs externes Signe et Génère les D certificat de Si un 2e mois :
Exécutent leurs parties
(consultants, retourne le contrat plans 1 à 4 semaines paiement ou une émet les quittances
contractuels, ing…) facture
Adjointes aux
chargés de Prépare et envoie
projet P.O. aux fournisseurs
Signe le
CFO F.O.B. Signe chèque
Approuve F.A.P.
ou no. 2
Comptabilité
construction
Légende
© Author Jean-Marc Legentil 2016

papier / formulaire
© Lean Construction Institute

Excel
3
Yardi
• Understand what is Toyota Kata

• The improvement and coaching routines
• In a construction context
• Learning about our processes is key
Page
© Author Jean-Marc Legentil 2016 © Lean Construction Institute 4

Page
What is a Kata?
Page
Toyota Kata
Page
Obstacles
We want
We are to get
here Unknown there
territory
•  Low team mobilization •  Mobilized team

•  Tenant Inducement (TI) payment very •  TI payment on time
very late •  Efficient and safe construction site
•  Construction site disorganized •  On time
•  Missed deadlines •  Synchronized material
•  Unavailable material (Walk Down Team)
Page
We are here---------------------- we want to get there…
Flanges-
couplings
Unidentified
Items
Page
Let’s talk kata…
Obstacles
We are We want
here Unknown to get there
territory
2 4 3 1 1
Current Obstacles Target Challenge Vision

condition condition Challenge
Challenge
Page
An analogy
My
vision
Page
With 18 challenges to come
Page
My current challenge

My challenge
Page
The plan: Value Stream Mapping… our Work Pack
Chipping
Putting!
Iron
Page
© Author Jean-Marc Legentil 2016 © Lean Construction InstituteDrive 15
My next target condiJon….
My next experiment
Page

My next target condiJon….
My next experiment
My new actual condiJon… what happened?

What I have learned?

Page
And along the way…
Page
Do I clear all obstacles?
Do I need to clear all Waste,
(all Non Value Added Activities)

No need for the player to
clear all Waste,
(all Non Value Added
Activities)
Page
Just the obstacles to get to the
Planning an experiment
target condition:
•  the ball in the cup
•  in 2 putts
Page
And the score card!
Page
Experimenting your way forward,
instead of trying to decide your way forward Vision
Challenge
Next
Target
Threshold of Condition
Knowledge (date)
Experiments
Current At the current
Condition Knowledge Threshold
Source: Mike Rother, IK/CK Practice kit, 2015

Page
Kata for Lean Construction

Page
Coaching rouJne:
pracJcing, learning, coaching
Page
The Problem Solving routine
PDCA
•  Plan
•  Do
•  Check (Study)
•  Act
- The scientific approach

Challenge
Next
Target
Knowledge (date)
Experiments

Page
To facilitate the process we need to make notes
Challenge Vision
Next
Target Current Obstacles Experiments
Condition Condition
(date) • 
• 
• 
• 
• 
Page
In practice, Challenge
Vision
“DATA” are
taken on a Next
Experiments
Target Obstacles
board:
Current
Condition
(date)
Condition • 
• 
• 
• 
• 
The STORY-
BOARD
Page
AND Coaching and learning are KEY
Learner Coach
Team Leader Superintendant
Second coach
General superintendant
Page
Challenge
Next
Target
Threshold of Learner Condition
Knowledge Team Leader (date)
Experiments
Coach
Superintendant
Page
The Team Leader “DISPATCHING” with his team;
typically working with Lean approach
Let’s
Kata
that Stuff
(KTS)
Kata
Story- Last
board Planner
and DMS

Everyone’s a coach in the hierarchy
Learner Coach
superintendant General superintendant
Second coach
Page
Coaching facilitated with the five Kata questions
Source: Mike Rother

Page

Page
The vision: Install it right, the first time, on time

The CHALLENGE: Deliver material on time,
in the right sequence, at the point of use

THE TARGET CONDITION:
1. ARRIVING MATERIAL KNOWN BY THE TEAM
2. DROP AREA FOR MATERIAL KNOWN ONE DAY IN ADVANCE
3. NO MORE THAN 1 SCHEDULE CHANGE PER 7 DAYS
4. WALK DOWN: TIME TO LOCATE MATERIAL UNDER 1 HOUR

PER DAY
The current condition:
•  Additional hours to receive material
•  Waste of 6 HOURS to locate material, every day
•  At least one schedule change per day

Obstacles
TIME LOST LOCATING ITEMS Obstacles

• 
• 
• 
• 
• 
Page
Challenge
Next
Target
Knowledge (date)
Experiments

Page
Page
PDCA Cycle
PLAN / ADJUST DO CHECK
NEXT STEP / WHAT HAVE YOU

WHAT DO YOU EXPECT WHAT HAPPENED
EXPERIMENT LEARNED
IDENTIFY AND LOCATING MATERIAL ✔
1 LOCATE MATERIAL BY UNDER 15 MIN
TYPE
ADD VISUAL •  LOCATING MATERIAL ✔ •  TIME REDUCED TO 1 •  PROCEDURE TO

DESCRIPTIONS & UNDER 15 MINUTES HOUR BE FORMALIZED:
PICTURES ON 2 SIDES •  NO NEED TO OPEN •  CONTENT IDENTIFIED GOOD PRACTICE
2 OF CASES CASE INSTANTLY, WITH NO •  TOO MANY
ERROR CASES ,
INTERFERENCES
ON THE GROUND
VALIDATE INVENTORY •  ONLY ONE DAY OF ✔ •  NO RESCHEDULING LINK WITH
LEVEL ONE DAY IN INVETORY ON THE REQUIRED LOGISTICS SHOULD
3 ADVANCE WITH FLOOR •  LOCATING TIME BE DONE EVERYDAY
LOGISTICS AND LAST •  NO INTERFERENCES REDUCED TO 45 FOR INBOUND
PLANNER •  NO RESCHEDULING MINUTES MATERIAL
Page
PDCA Cycle

EXPERIMENT LEARNED
IDENTIFY AND LOCATING MATERIAL ✔ •  MATERIAL WELL •  CANNOT SEE
LOCATE MATERIAL BY UNDER 15 MIN LOCATED WAS IS IN THE
1 TYPE •  TIME REQUIRED 2 CASES
HOURS •  LOSE TIME TO
OPEN
ERROR CASES ,
INTERFERENCES
ON THE GROUND
LOGISTICS AND LAST •  NO INTERFERENCES
REDUCED TO 45 FOR INBOUND
46
PDCA Cycle

EXPERIMENT LEARNED
IDENTIFY AND LOCATING MATERIAL ✔ •  MATERIAL WELL •  CANNOT SEE WAS
LOCATE MATERIAL BY UNDER 15 MIN LOCATED IS IN THE CASES
1
TYPE •  TIME REQUIRED 2 •  LOSE TIME TO
HOURS OPEN
ADD VISUAL •  LOCATING MATERIAL ✔
DESCRIPTIONS & UNDER 15 MINUTES
2 PICTURES ON 2 SIDES •  NO NEED TO OPEN
OF CASES CASE


Page
PDCA Cycle

EXPERIMENT LEARNED
1
HOURS OPEN
ERROR CASES ,
INTERFERENCES
ON THE GROUND
PLANNER
•  NO RESCHEDULING
MINUTES MATERIAL
49
PDCA Cycle

EXPERIMENT LEARNED
1
HOURS OPEN
ERROR CASES ,
INTERFERENCES
ON THE GROUND
VALIDATE INVENTORY •  ONLY ONE DAY OF ✔
LEVEL ONE DAY IN INVETORY ON THE
3 ADVANCE WITH FLOOR
LOGISTICS AND LAST •  NO INTERFERENCES
PLANNER
© Lean Construction Institute 50
Page
PDCA Cycle

EXPERIMENT LEARNED
1
HOURS OPEN
ERROR CASES ,
INTERFERENCES
ON THE GROUND
PLANNER
MINUTES MATERIAL
52
TOYOTA KATA is for EVERY PROCESSES
•  Architecture •  Logis5cs
•  Engineering •  Site management
•  Site planning •  Construc5on
•  Purchasing •  Commissioning
•  Quality
Page
Where do we find Toyota Kata in a project?
Task Task Task
PROCESS
PROCESS
PROCESS
Work pack
PROCESS
approval
PROCESS
Task Task Task GAIN
Page
Kata for Lean Construction

Page
Page%
72%
Page
S14149%&%CRDITEDME%Forma3on%Cartographie%Processus%
DO
Plan Check
ACT
Plan

Allowed The focus
to make is on
mistakes learning
Page
IN OPERATION
Page
IN THE OFFICE

PORTABLE IS USEFUL
Page
ON SITE
Page
WRITING IS BETTER
Page
I LIKE POST-IT!
Page
Conclusion
© Author Jean-Marc Legentil 2016 65

IMPROVEMENT KATA and Coaching routines
From Mike Rother

Page
Using the five questions: the art of questiology
Page
Advantages of Kata with Lean Construction
A MORE EFFICIENT AND SAFE

LEARNING ORGANIZATION
WITH MOBILIZED PEOPLE
ONE OBSTACLE AT A TIME
TOWARD A SHARED VISION
AND TARGETS
FOR CUSTOMER SATISFACTION!!!

My target
condition was
Totota Kata in 40
minutes…
© Author Jean-Marc Legentil 2016 69

Thank YOU!
Jean-Marc Legentil

Presenter’s experience
Jean-Marc Legentil
•  Provides conference and university classes or seminars for more than 30 Doing Lean, Kaizen, Six-Sigma full time for the last 25 years.
years. Originally with large manufacturing companies (Bell Helicopter,
Conferences : CAE, Pzizer-Scherring, etc).
•  31e congress Japanese Association for operative medicine, Tokyo 2009 : Lean-
Kaizen in the OR. Involved with process review with service companies (Ubi-Soft,
•  Toronto – Healthcare supply chain Association, Lean healthcare (300 Bell, etc.) and healthcare organizations. For the last 5 years,
attendees) construction companies and their supplier have been doing Lean
•  Sao Paolo – World Forum for hospital Sterile Supply, Lean for sterilization unit, initiatives with us (OCCQ, Gala Systems, PROCO, Suss
2010 (1500 attendees) and 2014 (400 attendees)
Woodcraft, Hydro Quebec Equipment and Construction, STM
•  Anatlya-Turkey, World Forum for hospital Sterile Supply, Lean for sterilization,
2011 and 2012 (150 participants ) (Montreal Transit Company), Hason Steel, Bell Mobility
•  Quebec, Congrès CHU on Lean, Québec 2009 (300 participants) (Construction Engineering dept.. Kevric, etc)
•  Quebec, Congrès de l’ACTRM, Québec 2010, Lean healthcare (200 •  Published methodologies that are registered with the Library
participants)
of congress : Process improvement:kaizen,lean and six-
•  Montreal, Toyota Kata seminar HEC Montreal Business school 2015 and 2016
(25 participants) sigma:for transactional,administrative and management
•  Ft-Lauderdale, Fl Toyota kata summit KATACON 2016, 150 participants processes, ISBN : 9782923710778
•  Hong Kong 2016 (June) LEan and Toyota Kata •  Publication of practical guides Creative problem solving and
•  Montreal and Quebec, and Toronto , HEC Montreal 2016 april, Lean Toyota Kata on its way.
construction seminar
•  Montreal,Consortium Lean, 2016: Last Planner simulation (20 participants) •  Contributed to the french translation of Mike Rother’s Toyota
•  Drummondville, AQRDP , Lean and Quality improvement, 250 participants Kata practical guide
(2015)
KATA is an answer to
complexity
Page

Langue

Bienvenue sur Scribd !

W4A_Toyota Kata for Lean Construction.pdf

Transféré par

Informations du document

Date du transfert

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Description :

Droits d'auteur :

Formats disponibles

W4A_Toyota Kata for Lean Construction.pdf

Transféré par

Description :

Droits d'auteur :

Formats disponibles

Titres liés

Toyota Kata for Lean Construction

Jean-Marc Legentil MBA

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

Signe Signe chèque

Reçoit les contrats

Signe le Signe chèque

Signe le À la fin de chaque

© Author Jean-Marc Legentil 2016

© Lean Construction Institute

• Understand what is Toyota Kata

• Understand what is Toyota Kata

• Low team mobilization • Mobilized team

Current Obstacles Target Challenge Vision

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

My new actual condiJon… what happened?

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

Source: Mike Rother, IK/CK Practice kit, 2015

• Understand what is Toyota Kata

© Author Jean-Marc Legentil 2016 © Lean Construction Institute 27

Source: Mike Rother, IK/CK Practice kit, 2015

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

Source: Mike Rother

• Understand what is Toyota Kata

© Author Jean-Marc Legentil 2016 © Lean Construction Institute 37

© Author Jean-Marc Legentil 2016 © Lean Construction Institute 38

1. ARRIVING MATERIAL KNOWN BY THE TEAM

2. DROP AREA FOR MATERIAL KNOWN ONE DAY IN ADVANCE

3. NO MORE THAN 1 SCHEDULE CHANGE PER 7 DAYS

4. WALK DOWN: TIME TO LOCATE MATERIAL UNDER 1 HOUR

• Waste of 6 HOURS to locate material, every day

• At least one schedule change per day

TIME LOST LOCATING ITEMS Obstacles

Source: Mike Rother, IK/CK Practice kit, 2015

NEXT STEP / WHAT HAVE YOU

ADD VISUAL • LOCATING MATERIAL ✔ • TIME REDUCED TO 1 • PROCEDURE TO

NEXT STEP / WHAT HAVE YOU

NEXT STEP / WHAT HAVE YOU

VALIDATE INVENTORY • ONLY ONE DAY OF ✔ • NO RESCHEDULING LINK WITH

© Author Jean-Marc Legentil 2016 © Lean Construction Institute 47

NEXT STEP / WHAT HAVE YOU

NEXT STEP / WHAT HAVE YOU

NEXT STEP / WHAT HAVE YOU

Task Task Task

Task Task Task GAIN

• Understand what is Toyota Kata

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

© Author Jean-Marc Legentil 2016 © Lean Construction Institute

© Author Jean-Marc Legentil 2016 65

From Mike Rother

A MORE EFFICIENT AND SAFE

© Author Jean-Marc Legentil 2016 © Lean Construction Institute 68

© Author Jean-Marc Legentil 2016 69

© Author Jean-Marc Legentil 2016 © Lean Construction Institute 70

Centres d'intérêt liés

Documents similaires à W4A_Toyota Kata for Lean Construction.pdf

Populaire dans Quality Control

Titres liés

• Understand what is Toyota Kata

• Understand what is Toyota Kata

•  Low team mobilization •  Mobilized team

• Understand what is Toyota Kata

• Understand what is Toyota Kata

1. ARRIVING MATERIAL KNOWN BY THE TEAM

2. DROP AREA FOR MATERIAL KNOWN ONE DAY IN ADVANCE

3. NO MORE THAN 1 SCHEDULE CHANGE PER 7 DAYS

4. WALK DOWN: TIME TO LOCATE MATERIAL UNDER 1 HOUR

•  Waste of 6 HOURS to locate material, every day

•  At least one schedule change per day

ADD VISUAL •  LOCATING MATERIAL ✔ •  TIME REDUCED TO 1 •  PROCEDURE TO

VALIDATE INVENTORY •  ONLY ONE DAY OF ✔ •  NO RESCHEDULING LINK WITH

• Understand what is Toyota Kata