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Lean Construction and Last Planner

Yellow Belt (YB) Certificate

Revolutionary change in Evolutionary Steps

Lean and Last Planner

“Lean is a methodology for process improvement, essentially it is a technique for removing waste and improving flow in processes. It can be universally applied across many industries, services and projects. Anything you do can be perfected, but the Lean tools enable you to focus on the root issues.”

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    Discounted for CCG & Alumni $1450+GST
    APR 04 - 05



    AUCKLAND

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Our Lean Construction Leadership Programme  will help you develop a deeper understanding of the principles so that you can teach them to your team and lead initiatives that reduce waste and improve efficiency on your projects.

The Leadership Programme starts with the Yellow Belt Certificate.
You may have attended a Foundation course on site or a White Belt Senior Leaders introduction, been involed in Last Planner or perhaps this is your first foray into the world of Lean Construction. Either way, your journey into Leadership of Lean Construction in your project or your business begins in earnest with this qualification.

The Yellow belt programme will introduce you to the principles and tools of Lean Construction including:

  • Last Planner
  • Site Organisation (5S)
  • Waste & Improvement Cards
  • Target Value Design
  • Poke Yoke
  • PDCA (Plan Do Check Adjust)

You will cement your learning through an assignment* which includes presenting the principles to your team and implementing one of the principles or tools that you learn about in class. Yellow Belt assignments often contribute to savings on site of  typically $10k.

Why choose The Academy Lean Construction?

It’s enjoyable!

This course is ‘not a PowerPoint fest’ – it’s a ‘post-it and flip chart’ course; it is very much hands on, engaging, empowering, good fun and interactive.

Immediately applicable…

We show you that you are already a “Lean Thinker” – you already choose the shortest checkout queue, plus we give you the tools that are practical and immediately applicable. The very next day you can implement what you’ve learnt.

Designed for you…

The ACE Lean course is tailored to the engineering and construction industry. It benefits anyone who is involved in a team; Lean is a skillset that can be used by team members through to managers. The Academy Lean toolkits and road maps are best for team leaders and supervisors who will not only use theses skills in their own environment but will be able to aid the direction of projects or processes.

Learn from doing…

The first day of the course is a Lean simulation; a role-play where by you get to understand the problems and bottlenecks. As a team you will use the roadmap and tools to allow you to make sense of Lean, come up with solutions and truly learn from experience.

War stories shared…

The course value is demonstrated through real industry examples. You are encouraged to share your personal experiences to learn from each other and get maximum value.

Presented by an industry leader…

“I don’t do Lean to anybody – I train people to do it for themselves” – Chris Reed.

Amanda is a leading expert in Lean Construction and has played a key role in establishing Last Planner across New Zealand.

Some examples of projects that have successfully used Last Planner are Waterview, Hunua 4, Manukau Harbour Crossing, Sky City Hotel, Dowse to Petone, Victoria Park Tunnel plus many more. Naylor Love and Arrow International use Last Planner regularly on their building projects.

Story time…

To eliminate waste and improve flow in processes, it’s important to first identify the actual inefficiencies; quite often these are not what people expect them to be.

For example, in recruitment lead-time reduction, it was found that for medium to large engineering companies the average time taken to recruit a new employee was 120 days. But how could this process be speed up?

When all the tasks to recruit a new employee are listed it was found there are typically 20 separate tasks (such as writing job descriptions and conducting interviews, etc). The average cumulative time taken to undertake all these tasks was found to be typically 25 hours.

It is clear that focusing on reducing the time to undertake individual tasks (cycle time) would not impact the 120 day lead time significantly. In this case the delays and bottlenecks are caused when tasks are passed from one person to another (known as ‘hand offs’). Spending money to reduce the cycle time is ineffective. It is better to focus efforts on compressing the lead-time by reducing the number of hand offs and preventing stalls in the hand offs. Lean provides the tools and road maps to do this.

You can read more about Lean, Last Planner and Six Sigma on our blog, or over on our Constructing Excellence site.

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