Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.
LEAN Management in the
engineering design
by Daniel Hoscilo
What is LEAN?
“Lean provides a way to do more with less while coming closer to
providing customers with exactly what they ...
Myths about LEAN?
Limited to Manufacturing
Lean can be applied to any organization irrespective of size or the
nature of t...
4 LEAN
Principles
Specify value:
Know what is
important to the
customer of the
process
Identify and
Eliminate
Waste: From
...
Recognize
the need for
change
Establish key
improvement
objectives
Find lean
leader
Identify
and
prioritize
Find the
oppor...
2 Staff role in applying LEAN.
LEAN is only as good as the people that make it happen. Critical
element is that local team...
3 Tools
Over the years number of tools was developed to support
successful deployment of LEAN. Right tools and are core
el...
4 DMAICT diagram
5 BIM + LEAN. Will this work?
BIM is a workflow process to provide virtual design and building
information to projects. Th...
6 Proven benefits – M40 J15
Savings
Of
24k to 312k
Planning method
used across
different projects
Recover
3 months
delay
2...
LEAN Management in the engineering design
Próxima SlideShare
Cargando en…5
×

LEAN Management in the engineering design

496 visualizaciones

Publicado el

  • Sé el primero en comentar

  • Sé el primero en recomendar esto

LEAN Management in the engineering design

  1. 1. LEAN Management in the engineering design by Daniel Hoscilo
  2. 2. What is LEAN? “Lean provides a way to do more with less while coming closer to providing customers with exactly what they want.” Essentially LEAN is a way of thinking. It was developed by the Japanese car manufacturing giant Toyota and continuously improved over many years. Using LEAN techniques, Toyota has grown to be the largest car manufacturer in the world. The objective of lean is to continually improve process effi- ciency, quality and time. Lean aims to meet the needs of the customer and reduce costs by systematically eliminat- ing waste, allowing better use of people and assets.
  3. 3. Myths about LEAN? Limited to Manufacturing Lean can be applied to any organization irrespective of size or the nature of the product or service the organization provides. Focused on cutting staff numbers LEAN is focused on elimination of waste. Provides an increase in productivity and quality with a simultaneous reduction in cost and delivery time to the customer. It is a quick fix solution Lean is about challenging the way things are done and opening our eyes to that waste and inefficiency. The environment in which an organization operates will continue to change and that requires time. It is an ongoing process.
  4. 4. 4 LEAN Principles Specify value: Know what is important to the customer of the process Identify and Eliminate Waste: From the process Smooth the Flow: Allow work to pass freely through the process without disturbance Pursue Perfection: Make improvement a habit
  5. 5. Recognize the need for change Establish key improvement objectives Find lean leader Identify and prioritize Find the opportunities for improvement within the organization Deliver the opportunities Action required depends on the nature of the opportunity being pursued Sustain the improvement culture Create a virtuous circle of lean process improvement Step 1 Step 4Step 2 Step 3 1 Process of becoming LEAN
  6. 6. 2 Staff role in applying LEAN. LEAN is only as good as the people that make it happen. Critical element is that local teams undertake the improvement activities in their work area. Involvement of those affected by the change ensures the gains can be sustained once they have been made. It is equally important that company will provide all required support. Staff need to know what to do, how to do it and when to do it. Highways Agency /BBMM are run by Chris Jenkins who is a Lean Improvement Manager. He is an experienced lean coach who is responsible for implementing lean visual management techniques across Highways Agency Area 4 and Area 10.
  7. 7. 3 Tools Over the years number of tools was developed to support successful deployment of LEAN. Right tools and are core element to enable the organization to apply all principles of lean. The tools allow local improvement teams to understand the value stream of their process and identify the waste and remove it. There are also tools that smooth the flow through the process and ones that help to maintain lean processes. Currently at Highways Agency Collaborative Planning, Six Sigma (DMAICT) and Highways Agency Lean Maturity Assessment Toolkit (HALMAT) are leading tolls used for implementing LEAN.
  8. 8. 4 DMAICT diagram
  9. 9. 5 BIM + LEAN. Will this work? BIM is a workflow process to provide virtual design and building information to projects. The most powerful aspect of BIM is the "I,” the information. It is the communication/transfer/delivery of project information to Owners, Contractors, Trade Partners, and even governmental agencies. And this is the area where LEAN is really about to shine. Within Jacobs we can best utilize BIM in a Lean Design workflow through a number of practices such as: - Investigate design options early and digitally - Become the project’s model manager. Organization capable to integrate model and non-model (usually Microsoft Excel) data into a BIM project have an advantage - Use TVD (Target Value Design) as defined earlier - Optimize our Construction Documents And many others.
  10. 10. 6 Proven benefits – M40 J15 Savings Of 24k to 312k Planning method used across different projects Recover 3 months delay 21% reduction in surfacing programme

×