El curso “Camino a la excelencia en gestión de proyectos” describe los tres principales componentes de Lean Project Management (Gestión de Proyectos sin Pérdidas), estos son: (1) La filosofía de producción lean, la que proveniente de la industria automotriz japonesa, revisaremos sus principios fundamentales y cómo se ha adaptado a otras industrias. (2) El cambio cultural, la implementación de lean depende de las personas y veremos qué características son necesarias para la excelencia en gestión de proyectos y qué condiciones contractuales ayudan a generar una mejor cultura. (3) La tecnología, veremos métodos y técnicas lean tales cómo mapeo de la cadena de valor, sistema de planificación el último planificador, entre otros. Finalmente, este curso entrega los conceptos básicos y permite la ejercitación de estos conceptos para caminar hacia la excelencia en gestión de proyectos.
Ejemplo de aplicación de herramientas Lean en Gestión de Proyectos
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En provenance du cours de Pontificia Universidad Católica de Chile
Camino a la Excelencia en Gestión de Proyectos
1862 notes
À partir de la leçon
Conectando los tres vértices del triángulo Lean
En este capitulo se desarrollan entrevistas a grandes actores de Lean los cuales responden preguntas desde sus puntos de vista.
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Paz ArroyoProfesora Asistente Adjunta
Escuela de Ingeniería
Luis Fernando AlarcónPhD
Ingeniería y Gestión de la Construcción
Sure, there are many applications.
We're looking at built-in quality and the use of mistake proofing for
poka yoke in trying to prevent mistakes from happening and
trying to prevent quality problems from occurring.
Also, in terms of trying to provide more safe operations.
At Berkley, we also have research going on in using the concept of tack time
in the delivery of projects.
We have worked on small healthcare projects on the order of $4 or
$5 million projects and worked with integrated project teams to help
streamline their construction schedules with tact time in mind, so
that the transitions from work area to another area can will be much
more smooth than they are in traditional project [INAUDIBLE].
>> Yes, the traditional way of managing
projects is to look at tasks,
and to manage tasks.
In Lean we are focusing on flows of information and materials.
We want those flows to be smooth and swift.
And much effort in Lean Project Management
is directed in getting these kind of flows.
But there is much more.
Just recently we have been looking at the need to use
rhetorical principles in Lean implementation.
One of key concepts in rhetoric is the idea of common ground,
which is necessary for communication and persuasion.
Indeed, in advanced Lean construction implementations,
we see much effort towards creating common ground in the form of co-location,
meetings, and visual management.
>> Well, what we've learned at DPR is that we have to help
people understand what those Lean principles are.
What Lean thinking is.
So we started with a tools based approach.
We focused on the last planner in teaching people that
as sort of a big tool.
But we've learned that although we've been able to apply it very successfully
occasionally on projects, what we need to do
is step back and teach them the principles themselves.
We need to introduce the idea that we,
our mission is to produce as much value as we can for our customers.
Number one, just focus on value which is not difficult for
people to believe and accept.
And then, everything has to be, then we have that to
plan our work based around how best to produce that value.
And so the focus on quality, I think,
enables us to deal with the value question, as constructors, better.
Our people live the real physical world,
we like to build things,and so
talking and abstractions as some designers,
many designers are good at and learn to do, doesn't work for us, so.
But when we talk about a quality product, what makes a quality window wall system.
What makes quality concrete,
what's a quality finish on the interior of a building?
It helps us that way.
So the focus is on value,
and once we are clear on value, then we
think that it's easier for us to look at the waste in the process.
Obviously, the value stream mapping,
which follows that logically from this focus on value.
Practices like that help us then expose waste.
But I think the waste comes easier once we have spent the time on the value of it.
>> Look, I mean, I've come across a lot of interesting examples on this.
An interesting one for me was I heard a paper
where some people who worked with Toyota, so they lean experts from
the car manufacturer were doing work with the bank.
And the bank, one of the jobs they asked them to look at was the loans office.
The loans office in a bank is very difficult to manage in a sense,
because all the processes are very opaque.
So the the request for loans come in.
They vary in complexity.
There's a team of assessors in the office.
They vary in skill and there's piles of paper everywhere.
And no one really knows what's happening.
And the way the Toyota guys described what they did was that
they looked at the process.
And problem of the managers was that
just because someone had a large pile of waiting to do, you
know waiting projects on their desks it didn't mean that they were not good at it.
It might actually mean that they were very good at it.
And so they got all the really complicated ones.
So they introduced a visual management system where for
every person in the office, they've got a wall.
And they put up a set of transparent plastic folders,
sort of holders, to take the files.
And so they had an inbox at the top,
an outbox at the bottom, and two in the middle which were waiting for information.
And they could see at a glance what the workflow was for
every person just by looking at the wall.
And, then, they could go and interrogate and then say, well why do you have so
many folders in those intermediate folders waiting for information?
And then that person could say, well they're really complicated loans and
I'm waiting further information or approval or whatever.
So that just by using that Lean thinking of visual management they're able to
take the loan office of the bank and make it much more transparent.
And then make it easier for the manager to manage, to see what was going on and
say this person needs more training because
they've got a big pile because they're struggling.
This person here, well we're giving him all the difficult ones.
Why are we doing that?
Let's share them around a bit more and so forth.
So it just transformed something
from another industry completely
just with the basic principles of Lean.
>> [FOREIGN]
>> We can see the use of some of these
ideas and, especially clearly I think, >> In the construction
of high rise buildings.
And high rise buildings are usually office buildings or residential buildings.
They can be anything from nine or ten stories and upwards.
And what characterizes them is both at the same time, a great deal of repetition.
Because we repeat the same floors going up and up and up.
But right at the same time,
a great deal of variation because people in offices or people buying apartments,
each want their own space to be designed in a particular way.
And because there are so
much variety in the finishing works in the interior systems,
that means that we can Not relate to the spaces in a tall building all as the same.
They're all different, and yet they still belong to this high-rise building.
And so when we look at flow, we can look first at the structure.
And so we've worked with a company in Israel who are building many,
many high-rise buildings for residences.
And the cycle time for them to build a single floor is very critical.
It determines if you have a construction project of say 20 buildings and
each building has 20 floors.
If you add that up it's 400 floors and so if you are able to reduce by 10% or 20%
the duration of that time you can reduce by many months the duration of a project.
So examining very closely, using building modeling,
using simulations, how in the cycle times that floor runs.
How much time workers are waiting for the tower crane.
How much time are the tower crane waiting for form work to be prepared.
How much time is spent on the ground preparing form work.
And so forth.
And you can get those cycle times reduced.
You can have a very big impact.
The basic idea is to find those times and those cycles that are waiting or
wasted in any other way and remove them from the process slowly.
When it comes to finishing works we have to take a different tactic because there
we're not dealing with fixed products and each one has variations.
And what we have found to be very effective there is that instead
of continuing the regular flow of simply moving up the building floor by floor.
When we do that we run into problems of design information not being ready,
the sequence of information that's delivered,
it's not consistent because people make decisions at different points in time.
And so we can re-sequence the flow of work to
match the flow of information from the designers
instead of the simple geographic flow vertically up the building.
And then we get much less rework.
Rework in the sense, I'm talking about things like we do
some interior work in an apartment, and we found out later that the buyer or
the purchaser, the owner of that apartment I only made the decision about
the flooring tile some time later and then those have to be taken up and replaced.
If we sequence that work correctly and wait for it until the information is ready
and instead go and do other spaces where the information is already available
then we can reduce a great amount of rework and duration of the project.
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