Lean Construction and Last Planner
Yellow Belt (YB) Certificate
Revolutionary change in Evolutionary Steps
“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.”
Many New Zealand companies strive to understand what it is that they can and should improve. Your existing processes are often broken i.e take too long, have too many defects, have too much variation, are too expensive or produce too much waste, etc.
What am I going to learn? PDF DOWNLOAD CLICK HERE
- Understand the fundamentals of Lean
- The Lean road map that gives you tool kits to use at each stage
- Navigate through the process using the Define, Measure, Analyse, Improve, Control (DMAIC) roadmap
- Define and use the other Lean tools and methods including manufacturing and lean office thinking
- How to use the overall Lean project process improvement techniques to improve job flow
- How to eliminate waste using the TIM WOOD tool
- How to use the road map for waste elimination – plan, do, check & act
- Some Six Sigma analysis procedures that add robustness and depth to Lean
In the Academy’s Lean Construction course you learn to not jump to solutions but to look at the data, the issues and the root causes and to see what this tells you. Don’t go from the problem straight to the solution but to follow the logic of the road map, this will lead you to the best outcome.
P.S. he’s not a person-it’s an acronym
Why choose The Academy Lean Construction?
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.
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.
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.