An earlier blog post addressed Lean Construction Management (LCM(r)) as a possible alternative method of operation to that of the Last Planner System in addition to Takt scheduling as well as Takt control. This article examines the use of Kanban card systems as well as Andon signals more in-depth.
Construction projects today are extremely complicated. Visualization can be helpful. The brain’s visual cortex processes information more quickly than spoken or written. However, the ability to visualize, as well as the resulting high level of transparency in processes, are not often seen on construction sites today. This is the reason for LCM(r). LCM(r) makes the use of visual plans. It adapts Kanban methods used to implement Lean Management from automotive production to the construction execution phase. This enables the construction process to be controlled down to the smallest of details and up to the day and then be flexibly monitored at the site of construction. LCM(r) helps to improve visualization of the project and cooperation among all stakeholders regarding the construction process as well as the sequencing of work programs. While downtime isn’t uncommon at many construction sites, it is impossible in the manufacturing sector which is perfected to the point that each second is analyzed and each step is flawless.
At construction locations, there’s often a lot of chaos! It is possible to avoid this by simple solutions like more thorough planning prior to the construction begins and using an Kanban card system for an on-site planning and controlling tool. Similar to any manufacturing facility, the detail or board planning using the aid of Kanban cards can be an important tool for visual control as well as for construction and trade contractors. The construction schedule for the following four weeks is projected on the board prior to when it is needed and mapped out down until the date. As a physical tool, it enables everyone involved in the project to talk about the details of their plans on site and plan construction activities for three to four weeks ahead of time. The specific activities, important figures and actions items are able to be read from the board for four weeks.
Each trade comes with its own color of card or hatching. Everyday activity for each trade is documented in the card. It is easy to see what trades are currently doing and where. Each card represents a specific goal for the day in the case involved. Any problems with the construction process are recognized at an early point. This is why LCM(r) is an excellent LCM(r) system is always in operation like an alarm system. This is shown in Figure 1.
Figure 1 illustrates the process of a three-week overview. When the board is completely filled, the team is able to identify various issues, and all happen within the same day or within one week. The time span is too short to find a systematic solution or workaround, which results in more process instability and lots of “firefighting”. In the first two to three months after the boards is installed, the team can disperse problems across the board, so that they’re not being dealt with at the same time. After around four to six weeks, the majority of problems are posted on the board during the last week. between three and four weeks is typically enough time at this level to address the issue.
Each week, a meeting will be organized at the board of detailed plans to review work for the coming three weeks as well as to plan the week of April 4 (see Figure 2.). Each contractor is required to fill out each of their card for the fourth week prior to the meeting. Each card represents a daily unit of work for each team. Together the fourth week is scheduled using the boards (cards are placed into their work zones and drawn on, work tasks are identified and any problems are addressed). Kanban cards display all the necessary information to create a daily schedule for each team or trade, and, as previously mentioned, every trade or team is assigned a distinct hue or color.
Apart from the cards that are used in construction for every type of trade, there are various kinds of credit cards (see Figure 3):
- Work Area Card The cards are put within the left-hand column on the Kanban board. They show the areas of work for the project. This column on the left is known as”the Index Board.” Index Board.
- Card with a problem They are red and represent a time-bound process. The card is placed before the card to which the issue is pertaining to. The card in question is adapted to the Andon “lamp” concept from Lean production and applies it to the building site.
- Stop card Stop card is placed in order to signify that there will not be any activity in a particular area for a specified period of duration (for instance, allowing the screed to cure before it is able to be driven onto). This implies that the area of work is not allowed to be entered, or work has to be stopped in the work zone.
- Ended Card: The End card is placed following the final task that was completed in this area of work.
- The Planned End Cards The Planned End card reveals the initial objective of a planning space. The End Card may be placed prior to or following it. Planned End Card.
It is the Percent of Plan Complete (PPC) is determined by dividing the number of cards that are completed (turned to reveal that green reverse) in the sum of amount of plan cards per team or trade per day. PPC is among the primary indicator of performance for the LCM(r) system. It doesn’t show traditional variances in the schedule of contractors rather, it documents the daily stability of the process. In a set cyclical timeframe, everyone gathers within the identified Lean Room. The LCM(r) helps to make the processes at the construction site steady and reliable, ranging from 80% to 90 percent times. Stability ensures that construction projects are completed on time and on budget and, ultimately, provide the high quality required by the customer.