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Toyota Kata for Lean Construction

Jean-Marc Legentil MBA


2016

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


I am from …visiting

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


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
Toyota Kata for Lean Construction

• Understand what is Toyota Kata


• The improvement and coaching routines
• In a construction context
• Learning about our processes is key

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 4
Toyota Kata for Lean Construction

• Understand what is Toyota Kata


• The improvement and coaching routines
• In a construction context
• Learning about our processes is key

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 5
What is a Kata?

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Toyota Kata

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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)
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We are here---------------------- we want to get there…

Flanges-
couplings

Unidentified
Items
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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
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An analogy

My
vision

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With 18 challenges to come

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My current challenge

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


My challenge

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The plan: Value Stream Mapping… our Work Pack

Chipping
Putting!
Iron

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My next target condiJon….
My next experiment

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute

My next target condiJon….
My next experiment

My new actual condiJon… what happened?


What I have learned?

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And along the way…

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Do I clear all obstacles?
Do I need to clear all Waste,
(all Non Value Added Activities)

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


No need for the player to
clear all Waste,
(all Non Value Added
Activities)

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Just the obstacles to get to the
Planning an experiment
target condition:
•  the ball in the cup
•  in 2 putts

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And the score card!

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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


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Kata for Lean Construction

• Understand what is Toyota Kata


• The improvement and coaching routines
• In a construction context
• Learning about our processes is key

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 25
Coaching rouJne:
pracJcing, learning, coaching

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The Problem Solving routine

PDCA

•  Plan

•  Do
•  Check (Study)
•  Act
- The scientific approach

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


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


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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 28
To facilitate the process we need to make notes

Challenge Vision

Next
Target Current Obstacles Experiments
Condition Condition
(date) • 
• 
• 
• 
• 

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In practice, Challenge
Vision

“DATA” are
taken on a Next
Experiments
Target Obstacles
board:
Current
Condition
(date)
Condition • 
• 
• 
• 
• 
The STORY-
BOARD

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AND Coaching and learning are KEY

Learner Coach
Team Leader Superintendant

Second coach
General superintendant

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Experimenting your way forward,
instead of trying to decide your way forward Vision

Challenge
Next
Target
Threshold of Learner Condition
Knowledge Team Leader (date)

Experiments
Current At the current
Condition Knowledge Threshold
Coach
Superintendant
Source: Mike Rother, IK/CK Practice kit, 2015
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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 32
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

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


Everyone’s a coach in the hierarchy

Learner Coach
superintendant General superintendant

Second coach

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Coaching facilitated with the five Kata questions

Source: Mike Rother


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Toyota Kata for Lean Construction

• Understand what is Toyota Kata


• The improvement and coaching routines
• In a construction context
• Learning about our processes is key

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 36
The vision: Install it right, the first time, on time

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


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

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


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
© Author Jean-Marc Legentil 2016 © Lean Construction Institute 39
The current condition:
•  Additional hours to receive material

•  Waste of 6 HOURS to locate material, every day

•  At least one schedule change per day


© Author Jean-Marc Legentil 2016 © Lean Construction Institute 40
Obstacles

TIME LOST LOCATING ITEMS Obstacles


• 
• 
• 
• 
• 

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 41
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


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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 43
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
© Author Jean-Marc Legentil 2016 © Lean Construction Institute 44
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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 45
PDCA Cycle
PLAN / ADJUST DO CHECK

NEXT STEP / WHAT HAVE YOU


WHAT DO YOU EXPECT WHAT HAPPENED
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
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
© Author Jean-Marc Legentil 2016 © Lean Construction Institute
REDUCED TO 45 FOR INBOUND
46
PLANNER •  NO RESCHEDULING MINUTES MATERIAL
PDCA Cycle
PLAN / ADJUST DO CHECK

NEXT STEP / WHAT HAVE YOU


WHAT DO YOU EXPECT WHAT HAPPENED
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

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

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


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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 48
PDCA Cycle
PLAN / ADJUST DO CHECK

NEXT STEP / WHAT HAVE YOU


WHAT DO YOU EXPECT WHAT HAPPENED
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 ✔ •  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
© Author Jean-Marc Legentil 2016
•  NO RESCHEDULING
© Lean Construction Institute
MINUTES MATERIAL
49
PDCA Cycle
PLAN / ADJUST DO CHECK

NEXT STEP / WHAT HAVE YOU


WHAT DO YOU EXPECT WHAT HAPPENED
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 ✔ •  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 ✔
LEVEL ONE DAY IN INVETORY ON THE
3 ADVANCE WITH FLOOR
LOGISTICS AND LAST •  NO INTERFERENCES
PLANNER
© Author Jean-Marc Legentil 2016
•  NO RESCHEDULING
© Lean Construction Institute 50
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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 51
PDCA Cycle
PLAN / ADJUST DO CHECK

NEXT STEP / WHAT HAVE YOU


WHAT DO YOU EXPECT WHAT HAPPENED
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 ✔ •  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
© Author Jean-Marc Legentil 2016
•  NO RESCHEDULING
© Lean Construction Institute
MINUTES MATERIAL
52
TOYOTA KATA is for EVERY PROCESSES
•  Architecture •  Logis5cs
•  Engineering •  Site management
•  Site planning •  Construc5on
•  Purchasing •  Commissioning
•  Quality

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Where do we find Toyota Kata in a project?

Task Task Task

PROCESS
PROCESS
PROCESS
Work pack
PROCESS
approval
PROCESS

Task Task Task GAIN

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Kata for Lean Construction

• Understand what is Toyota Kata


• The improvement and coaching routines
• In a construction context
• Learning about our processes is key

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 55
Page%
72%

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 56
S14149%&%CRDITEDME%Forma3on%Cartographie%Processus%
DO
Plan Check

ACT
Plan

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


Allowed The focus
to make is on
mistakes learning

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IN OPERATION

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IN THE OFFICE

© Author Jean-Marc Legentil 2016 © Lean Construction Institute


PORTABLE IS USEFUL

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ON SITE

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WRITING IS BETTER

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I LIKE POST-IT!

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Conclusion

© Author Jean-Marc Legentil 2016 65


© Lean Construction Institute
IMPROVEMENT KATA and Coaching routines

From Mike Rother


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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 66
Using the five questions: the art of questiology

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© Author Jean-Marc Legentil 2016 © Lean Construction Institute 67
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!!!

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


My target
condition was
Totota Kata in 40
minutes…

© Author Jean-Marc Legentil 2016 69


© Lean Construction Institute
Thank YOU!

Jean-Marc Legentil

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


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)
© Author Jean-Marc Legentil 2016 © Lean Construction Institute
KATA is an answer to
complexity
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