Lean construction and agile

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There has been a lot of interest about Agile in recent years, mainly due to the success in the IT industry; however there is a lot of interest in applying the Agile methods to other types of environment, not just IT.
This conference uncovered some of the myths around Agile, discussed how Agile can be scaled to large complex projects, looked at case studies, talked about Lean Agile and fed back what governments think about Agile.
The presentations sparked some interesting debates, even between the speakers, but soon some common themes started to emerge from each of the presentation.

Agile is not a methodology – it is a way of thinking. There are Agile methods, ranging from project management methods to software development methods but the agile manifesto, which was mentioned almost be every speaker, does not actual prescribe anything.

Being agile is not an excuse to avoid doing things, like planning and risk management. Being agile has a lot of parallels to Lean – you do what needs to be done, no more and no less.

Agile is not new, Julius Caesar used agile, he just did not call it agile. There are a number of companies and projects who are agile, but did not realise it and jumped on the band wagon when a name was given to their behaviour.

Agile is about giving your customer what they want, regardless of what it says in the contract - they have the right to change their minds. Agile is about people and collaboration, not the processes or tools although these do help to be more agile.

After lunch, we had a presentation from Project Place and learnt about their latest collaboration tools, including KANBAN boards. The idea is not new, Toyota have been using them for decades, but they have been given a new digital face lift.

Finally, thank you to our sponsors Project Place, DSDM and APMG, to the speakers for giving up the valuable time for free, and to Anna and Nigel for their support in pulling the event together.

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Lean construction and agile

  1. 1. Lean Lean Construction and Agile Russell Batchelor
  2. 2. Content  A bit about me  Lean  Lean Construction  A comparison of Lean, Lean Construction and Agile  Questions
  3. 3. A bit about me  Contractors engineer  London Underground  BAA − Sir John Egan − CIPP − Rethinking Construction − Stansted Phase 2 − Terminal 5 − Heathrow East Terminal (Terminal 2A)  Jacobs − Highways Agency Lean Efficiency Support − Highways Agency Accelerated Delivery
  4. 4. The term ‘LEAN’ was coined by Dan Jones & Jim Womack to describe the difference between MASS Production and a new manufacturing approaches developed in Japan Lean is a customer-focused philosophy of working that delivers better results with less human effort, less space, less capital and less time than traditional ways of working “Getting value to flow at the pull of the customer, then seeking perfection” What is lean?
  5. 5. Lean concepts  Focus on customers  Value  Removal of waste  Continuous improvement  Respect for and empowerment of people
  6. 6. Value and Waste Value is determined by the customer Waste is anything which adds cost but adds no value (from the perspective of the customer)
  7. 7. 8 fundamental wastes  Rework  Unnecessary production  Unnecessary processing  Inventory  Waiting  Unnecessary motion (people and material)  Misuse of skills  Goods and services that fail to meet user needs
  8. 8. Focus on the customer - value  Customer Value eg for HA − Taxpayer value for money − Reliable journey times − Dynamic and resilient assets − Safe − Sustainable  Production Value − Delivering customer value − Better − Safer − Faster − Cheaper WHAT we deliver (Product) HOW we deliver it (Production system)
  9. 9. What is lean construction?  A production management based approach to project delivery  A new way to design and build – concurrent design of the product and the production system  Changes the way work is done through the delivery process  Based on the concepts of the lean production system  Using techniques tailored to the specific challenge of construction to improve the flow of value through reliable release of work between design, supply and construction
  10. 10. Features of Lean Construction  Production control  Integrated teams and collaborative working  Integrated and pre-assembled supply chains  Focus on people  Focus on continuous improvement
  11. 11. The challenge of construction “to get the right people, materials, equipment and information to the right place in the right sequence at the right time, every time”
  12. 12. Production control In order to do work many things (information, labour, plant and materials) need to arrive at the right place at the right time in the right sequence. Production Control is the means by which we manage these inputs, controls and resources to achieve efficient delivery. The Production Control toolkit consists of: Work Planning - Gets the team to meet regularly to create Work Plans, by using the Plan-Do-Check-Act cycle, and focus on making and keeping reliable promises - say what we do, do what we say - measuring and learning as they go Make Ready - Encourages the team to understand and remove the blockers stopping them from doing work before starting the task at hand Data Analysis - Uses measurement and learning to inform the areas to improve performance and do process improvement Plan Do Check Act The Plan-Do-Check-Act cycle At the appropriate time
  13. 13. Lean, Lean Construction and Agile Lean and lean construction Primarily a philosophy Focus on customer value Focus on eliminating waste Integrated and collaborative teams Daily and weekly planning by and at team level Focus on improving task reliability and reduction of overall scheme duration Agile A conceptual framework Focus on customer satisfaction Focus on simplicity Self organising teams Close daily co-operation between all parties Focus on speed and adaption to changing circumstances
  14. 14. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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