Lean Construction:

Construccin sin Prdidas

CLASE 14
Ejemplos de VSM en Construccin
Agenda
Resumen clase anterior
Construccin de una casa
usando VSM / Canad (Yu et al.,
2009)
Caso de estudio de una empresa
constructora Brasilea (Pasqualini
& Zawislak, 2005)

Mauricio Toledo 2014 LEAN - Clase 14 2

RESUMEN
VSM Value Stream Mapping

Value stream: son todas las acciones

(que no agregan y que agregan
valor), que se requieren para llevar a
un producto a travs de los flujos
esenciales para cada producto
Los flujos de produccin desde materiales
e insumos bsicos hasta el producto
terminado

Mauricio Toledo 2014 LEAN - Clase 14 3

RESUMEN
Por qu VSM?
Visualizar los flujos ms all de un proceso a la vez
Ayuda a ver ms que las prdidas, e indica las dnde se
originan
Lenguaje comn para hablar de procesos productivos
Hace evidentes las decisiones sobre los flujos, de lo contrario
parecen arbitrarias.
Vincula conceptos y tcnicas lean para evitar cherry
picking
Es la base de un mapa de implementacin
Vincula los flujos de informacin y material
Es una herramienta para no solo mostrar nmeros que
describen el proceso, sino cmo cambiarlos.

Mauricio Toledo 2014 LEAN - Clase 14 4

RESUMEN
VSM
VSM puede ser una
herramienta de
comunicacin, de
current-
state
drawlng planificacin de negocios,
o de gestin del proceso
de cambio.
workpl
an
lmplementatlon
Esencialmente es un
lenguaje y debe
lnitial Value Stream
Mapping Steps practicarse

Mauricio Toledo 2014 LEAN - Clase 14 5

 RESUMEN Srte Manager
St.aUsUcs:
Wor1<days %
Total DuratJon (Average) 65.5 100%
Total CT (Average) 15.5 24.4 Next stage
Total LT (Average) 50.0 76%
Total Value-added Time 11.0 17%
Rece1vtng
construcuco
file package
,.

Cnbbmg

CT2hr CTN(3 5. 2 5) 6 CTT(O 5, 1. 6) 6 CT 1

co. 2hl C005 COO COO C005 COO C005
BT N(5. 4) BT N(8, 7) BT = N(6. 5) BT N(6. 6) BT = N(3. 4) BT N(5. 3) BT N(5. 6)
y. 98'1. y. 95% V~ V50% V 95'1. V9K V~ V98%
PSSn% PSS 56" PSS 59" PSS 46% PSS50% PSS50% PSS "'45% PSS'"' 57%
N(8.9) N (2, 4) N(5, 5) N(5,3) N(4. 5) N(9. 11)
05 2 3.5 0.5 2

a Customerl
6 lnventory tiQ1I

CT = Cyde Teme
Elect. Panel
&Temp.
servtees
Deep
SeMCeS services

r
Suppler Phy$teal
~ FIOW CO = ChangeovefTrnt CT 1 CT 1 CT 1

......
BT Booking Tune
Y Yield CO=O CO=O CO=O
~J
OperatJoO lnfonnauon PSS Peroent sl41ted oo BT N(4. 2) BT N(5. 7) BT a N(6. 10)
schedule
N Normal distrlbution y= 95" y= 95% y= 95%
PU$ll

~ arrow T = Tnangular dl51nbueion PSS 56% PSS5~ PSS 47%

Data table lndicator of vatue- The bine unrt kS wor1(day
* added operation untess spea~ 1
1 1
1
Fig. 1. Current-state map of home building process (Stage l) Yu et al. (2009)

Mauricio Toledo 2014 LEAN - Clase 14 6

 SUPPLIER
RESUMEN
Weekly order (Thursday)
,._ .l,_-

AIS Prqect 1
PCP
Fenal stated dehvery deadhne

days)
~------
november/2005
Time programmed for masonry 5 months (about 100 work

Weekly programming .. Meebngs (Tuesday)
- Respoosible engineer.
- Master of workrnanstup, condom1n1um
- Contractor of workmansh p, - 9 apartments
Trainee 1 per pavemenl
- R$ 670 000

Weekly and da1ly

Oualty conference

cement
[
\
Marklng 1 fil
.o 2 masons UUOJ> .: 1
~1&.11.----i
Elevatlon
maso
lllllll> Waitlng
\
tit ~
.......,.
H
, 1 mason
HnnT
UUAP'
...

&
8,35 days
-- 7 ,33 dras
~m1n1mz
~1as
- 1 h
~m1n
~1as
Final staled
delrvery deadhne
NOVEMBER
~n/m2 = 51137 /day 2005
.~secx3fJ8= ID

MASOHRY PER PAVEMEHT

Obs. cement:
Da1lyaverage
Obs. Mas onry:
producncn 0,85 m~
Alerage Lead Time of masonry producuon par pavement 60 days
enough to produce an
Time ofvalue aggregabon 52f,7 days (wa1ting time between elevahon and wall closmg was shorter than the necessary).
wer<lge of57,07 m~ or
masonry per day

Figure 2: Map ofthe Current State-average masonry per pavement

Pasqualini & Zawislak(2005)

Mauricio Toledo 2014 LEAN - Clase 14 7

 RESUMEN

l{c::arslr!:itallat 01
"
rorrr 1.cr1<
Jr!:itallato'l
>-------<
.&. 1
C;.mcre'.>! Pc.rrlr g
l'--1F
torrr l'Cr1< KCMO\'ol

~n
(6!:1%)
m7 ~tR'i__
_o 3__ ~ 351 m7
(6~%)
o 6 43 m7
(!.33%)
:5B m7
(90%)
P = lrrr2Jl-H(1F~,Vl-H) P = 102 rrr2/l-H P = 3 rn:?Jl-H P = "-m2Jl"H

C\1{: = 85".. , c,N: = 78'/1 C\'{: = 65C/ 1

UTP=6lrl, UTP =711~, UTP = 32'11

STP = ur:, s-p =:s:, s-p ='2.'/1

!'! , = : }''. (:J l!.ii/JnZ) \Vil'= O. 7 Kg/mZ C."/= Srt,,
u:>= o, .!.D= o~.,, .!.L>=C'-,,

7.
F.'I= /~..,,(ti.> ,:nz)
6%

~14"-
JT>

5 m n/m2 :4Ir'11/1112 l rr 11/rrrl e rr rvrrr2

rrc iro :9 rr 11/rrrl 5 rr n/rn2. 4rr n/rn2 2. rr 11/rnl

tT= 62 rr r/rrr2
p = Pc1ornancc ;;;; rt.cl \Vd:l.e
JT" 1 egerd
C'tN:
l,-p
= C:Ortnn.utol"'!' ''Or1< r dcx
= U::>- r1e Pe ccr LD;,o
F\\'
L:>
I
== Invc1tcry J\n;:,~rt
L1rd'lll Di ~2r:;ion ,'T= 2D rr rtlrn2
s-p = ~..:~JP -,.,e Pe :..-crl.c;,c JT> = Ju~L i'r n 'lle Pe ccrt..::;.o
nw 11c::al ''d:.le CT cyc e - r-re
Ju,.l11 n-ns '1,\'\~{ - 'l'.'ood-..,d:.t.e VT "' valuo-edd rg - ne
CV{ "'Concre'.ii! -.,.,.d:.l.e \.'P "' value-edd rg Pe :.;crl.c;;o
Rosenbaum et al.(2012)

Mauricio Toledo 2014 LEAN - Clase 14 8

Development of Lean Model for House
Construction Using Value Stream Mapping
Yu et al. (2009)
Se busca:
Confiabilidad en el desarrollo de los procesos
Reduccin en el plazo de ejecucin de los
proyectos
Mejoras en calidad
Con la ayuda de un constructor local
(Canad) se busca un enfoque sistemtico
para analizar el estado actual y proponer
una produccin Lean.

Mauricio Toledo 2014 LEAN - Clase 14 9

Caractersticas de la propuesta

1. Flujo sincronizado del tipo FIFO.

2. Nivelacin de la produccin.
3. Reorganizacin del trabajo.
4. Confiabilidad de operacin
mejorada.

Mauricio Toledo 2014 LEAN - Clase 14 10

Table 1. VSM Key Elements

Key concepts Definitions Formula

Cycle time (CT) The duration that a ubtrade needs to complete its work CT=actual finish date-actual start date
package.
Booking time (BT) The time that a subtrade needs to deploy its crew to a B'I's=confirmed start date-booking date
given job.
Lead time (LT) The time that elapses between one task being completed LT=actual start date of task i + 1-actual finish date
to the next task being started. In lean systern, LT serves of task i
as a time buffer to shield downstream crews from
upstream variability.
Percent started on A measure of the proportion of start-date promises made PSS=number of tasks started on schedule/
schedule (PSS) by subtrades that are delivered on time, in percentage. total number of tasks
Changeover time The time that a crew needs to switch from working at
one house to another. including demobilization and
rnobilization.
Uptime A mea ure of the proportion of available production Uptime=(APT-bad weather days-changeover time)/APT
time (APT) that is actually used on construction, in
percentage.
Work in process (WlP) Number of uncompleted houses in the vaJue stream,
including the houses in construction and those standing
idle waiting for the start of next activity.
In-process inventory/ The backlog of ready houses that stands idJe waiting for Number of houses in inventory=LT/operalionaJ
supermarket yield the start of a given task. In lean system. it serves as a takt time
buffer to protect the continuous work Aow of
downstream crews.
Yield The percentage of houses that go through an operation
correctly, without any rework.
Tak"1 time The rate al which a home builder mu t build the house
to satisfy customer demand.

Mauricio Toledo 2014 LEAN - Clase 14 11

 Proyecto dividido en 5 etapas
Cada una de 11-14 actividades
Table 2. Construction Stagcs and Descriptive Statistics

Stage 1 Stage 2 Stage 3 Stage 4 Stage 5

Attributes foundation lock-up interior and siding prefinals finals
Start task Stake out Framing Verandahs, smart board, Plumbing prefina! Tile flooring
and rear deck and water test
End task Drill and place piles Roofing DrywaJI taping House clean and vacuum House possession
Number of tasks 11 11 11 12 14
ActuaJ duration average 73 31 54 42 26
(calender day)
Standard deviation 35 14 20 14 7
Coefficient of variation (%) 48 45 37 33 27
Scheduled duration 20 25 22 18 16
(caJendar day)
Difference (actual-schedule) 53 6 32 24 10

Mauricio Toledo 2014 LEAN - Clase 14 12

 Mapa Estado Actual Statistics:
Site Manager Workdays o/o
Total Ourabon (Average) 65.5 100%
SaJes Total CT (Average) 15.5 24% Next stage
Total LT (Average) SO.O 76%
Total Value-added Tirne 11.0 17%
Rece1ving
construcaon
file package

Cribbing

CT 2 ht CTN(3 5. 2.5) CTT(0.5. 1. 3) 6 CT,.N(3. 5)

CO 2ht C005 COO COO C00.5 COO
BT"' N(5. 4) BT z N(8. 7) BT:: N(6. 5) BT: N(6. 6) BT = N(3. 4) BT = N(5, 3) BT = N(5, 6)
Y=98% Y= 95% Y=50% Y=~ y= 95% y= 98% Y=80% y= 98%
PSSn% PSS 56% PSS 59" PSS a46% PSS 50% PSSa50% PSS 45% PSS 57%
N(8.9) N (2. 4) N(5. 5) N(5, 3) N(4. 5) N(9. 11)
05 2 35 0.5 2 1

a Customer/
Supplier
6
(:=i
lnventory

Physlcal
Flow

Manual
~

=
CT Cycle Tune
CO Changeover Tlme
=
BT Boolung Tune
Y= Yield
Elect. Panel

CT 1
COO
& Ternp.
Services
Oeep
services

CT 1
COO
services

CT,. 1
COO
Open!l!JOn ~ tnformatlOl'I PSS Perc:ent started on BT N(4. 2) BT N(5. 7) BT N(6. 10)
~ schedule
N = Nonnal d1strlbuuon y. 95'WI y,. 95" y. 95%
Push
= TrianglAat d1stnbu11on

~ arrCY>N T PSS 56% PSS = 52" PSS 47"

Data table lndicat of value- The tlme unit Is wocday

* added opefabOn unte:sss~ 1
1

Mauricio Toledo 2014 LEAN - Clase 14 13

Mtricas Lean claras

Table 3. Lean Metrics

Metrics Baseline Goal

Variation of prodnction cycle time (workdays) Up to 5, l

Total Iead time (workdays) 50 25
Value-added ratio (o/o) 11 25
Percent started on schedule {PS S) 45-77 90
Yield (%) 50-98 100
Decided after future-state mapping,

Mauricio Toledo 2014 LEAN - Clase 14 14

Reserva de trabajos

Wed Tbu Fri Sal Sun Mon 1 Tue 1 Wed 1 Tbu 1 Fri Note
Slot 1 ! Slot 2 ! Slot 3 ! Slot 4 Slot 5
Production r-~~~1--~~~1--~~~1--~~----1t--~~----1r---~~----1~~~---t~~~---t~~~---.~~~---tTradePartnerl
Slot 6 i i !
!
1
Slot .......~~ ............~~---.
__s_10_1_1 __ __s_10_1_s_ Slot 9 : Slot IO Trnde Partner 2

2jobs j j ~ ! ! ! 1
Job are released
Jobs
booked
11 Lead; time: 3 da~s ;~

i

i
!
i
1
i by precediog task
i i
one day befo re

!l>
1

booking.

11
1
Lead ;j...;/3 da~> :
1 l

j
j
2 jobs
booked
l
i
11 Le3~ rime: 3 da~s ~
l v
Fig. 3. Typical scenario of lean booking

Mauricio Toledo 2014 LEAN - Clase 14 15

 Mapa Estado Futuro
Stte Manager Statlst!cs:
Workdays %
Total OuratJon (Average) 38 5 100%
Total CT (Average) 13 5 35%
Total LT (Average) 25.0 65%
Total Value-added Time 10.0 26%
Takt Time O 45

Rece1v1ng
construcuon file

......
package {1d)

ws

ws
!
WS
Excavat1on Footing & Weepmgt~e
1 Slake out* 1
Cnbb1ng & spray
& Oeep FIFO FIFO FIFO
services sef'Viee5'
~-2~ ~ CTN(3. 1) __ ."_..........__ CT 1
CO-U(1 2)ht COO TOM - COO COO CO O - TOM - CO O
('
- COOS
BT N(S. 2) BT Tl2 3 5~ BT T(2 3 5) BT T(2 3. 5) BT T(2. 3 5) r BT T(2. 3 5) BT T(2 3. 5)

--i
Y 100 Y 100 Y 100 Y\~ Y 1~ Y 100~ y. 100,
PSS 90.,_ PSS~ 1PSS~
4d
(1ndud;ng PSS 90' J PSS 90% 1 PSS 90% PSS 90 1
4 3 cur1ng) 3 3 3
05
1 4 0.5 2 3

lndte3l0< of va!uo-
K:snban
* oddocl oporobon
CT Cycle Time CO Changeover Timo,
Kanban Eloctronlc BT Boolung Timo Y Yield PSS
Moitonal puU
po$l 1nfonna110n Percent smrted on schedule N Nonnal

---
dlsltlbubOn. T Tnangulatdistnbubon WS
Flrst-tnfirst WO<t. standal'diz.ation TOM Tottll
Physte:)I FIFO Pullanow
out tone ~bty rnOl\1gomet1I
Fbw The time uM Is v.ori<day unleu speofied

Mauricio Toledo 2014 LEAN - Clase 14 16

Plan Kaizen anual
Estandarizar paquetes de trabajo y educar a los subcontratistas para
eliminar problemas de entrega (entre subs).
Implementar TQC (Total Quality Control) para aumentar el
rendimiento al 100%.
Desarrollar flujos FIFO (dispensador) desde la excavacin hasta la
perforacin e hincado de pilotes con una semana de duracin.
Desarrollar un sistema de reserva de trabajo online
Establecer sistemas pull del tipo supermercado entre la excavacin y
la liberacin de los documentos de construccin.
Reorganizacin de los paquetes de trabajo dependiendo de la
disponibilidad de equipos multifuncionales
Reducir los tiempos de trabajo entre tareas a los niveles mostrados
en los mapas de estado futuro (metas).

Mauricio Toledo 2014 LEAN - Clase 14 17

Value Stream Mapping in Construction: A Case Study
in a Brazilian Construction Company
Pasqualini & Zawislak (2005)

Esfuerzo sistemtico de implementacin

Lean en lugar de esfuerzo aislados.

Descripcin de adaptaciones y aplicacin

de VSM en una constructora Brasilea.

Se identificaron problemas y posibilidades

de mejoras, para transformar el flujo en ms
fluido y con menos detenciones.

Mauricio Toledo 2014 LEAN - Clase 14 18

Pasos
Seleccin de una etapa
constructiva: etapa de obra
gruesa en albailera.
Mapa de Estado Actual
Anlisis del Estado Actual
Mapa de Estado Futuro

Mauricio Toledo 2014 LEAN - Clase 14 19

 Mapa Estado Actual
Fmal stated delrvery deadlme november/2005 ~
Weekly order (Thursday)
PCP Time programmed for masonry 5 months (about 100 workr
SUPPLIER ~- .:..- days)
~~~~~~~~~

Weekly programmmg Meebngs (Tuesday)

- Responsible en91neer.
- Mas1e1 ofwo1kmansh1p, condom1n1um
- Contractor of workmansh1p, - 9 apartments
Trame e 1 per pavement
- R$ 670 000

Weekly and datly

6<:J Oualty conrerence

1 .&
.&
Marklng i--1.11.K.!l--_....- Waillng th 1 ~
\ Elevatlon
cement ~ .-.
,J' 2 masons OlllD) ) 1 maso \ lllllO :,. 1 ma son llIID.I)

&~~ ~~r!~d" ~~:~:"~ dras ~m1n fmal stated

delrvery deadhne

F===l
~1as
8,35 days NOVEMBER
~n/m3=5/l!J7 /day ~ ~ 2005
.~secx3f,B= In

MASOHRY PER PAVEW:HT

Obs. cement:
Datly average
Obs.. Masonry:
produclton oas m~
Aferage Lead Time ofmasonry producuon perpavement 60 d:111YS
enough to produce an
Time ofvalue aggregat1on 52{J7 d:111Ys (wa1t1ng time between elevat1on and wall closing was shorter than the necessary).
average of57,07 m2 of
masonry per day

Mauricio Toledo 2014 LEAN - Clase 14 20

 Mapa Estado Futuro
SUPPLIER
Weekly order (Tuesday)
~-~-
MS Prqect 1
PCP
F1n<1I st<iled dehvery decldhne november/2al5
Takl time marklng: 210,27mh\l'm~ elevatlon
19,5~n2; wal closing 590,45minlm2
Meetingsw1th customers before stages
t
that 1mply persona!1zit1on

Weekly programming Meenngs (Tuesday)

- Responsible engmeer.
Master of workmansh1p, . e ondominium"
Contractor of workmansh1p, - 9 apertments
- Tra1nee - 1 per pavement
- R$ 670 000

""V1slts by the archrtects

for better 1ntegrat1on pr0Ject-workmansh1p

y "m1niplant \j "miniptan;"

r, iil.;"~ ~~,~~ , ~,;*.;"

r-i --, e days ~--'Wabjng till..:._~ ~

~~~ { r:~:.,~l 3
~ =ii"l= \ . :2:1 ma~11~- -r.:~. '11 maso~ --

"Pulcd process"
G 2 Final stated
delrve1 y deadhne
n/m2 = 93 ,99 /day NOVEMEIER
secx2,43=3 m ~---- 1 ~ 2005
.:':' ~
MASONRY PER PAVEMENT

Obs. Masonry:
Med1um Lead lime of masonry producncn per pavement 53 77 day5
Time ofvalue aggregalion 45,71 days (walting time between elevatton and wall closing never was shorter than the necessary)

Mauricio Toledo 2014 LEAN - Clase 14 21

Resultados
Flujo de produccin continuo (o casi
continuo).
Reduccin de los insumos.
Reduccin de tiempos de detencin.
Mejor rendimiento de la fuerza de
trabajo (reduccin de plazo de
ejecucin planeado).

Mauricio Toledo 2014 LEAN - Clase 14 22