Theis 2017 09 2627 Takt Planning in Building Construction P2SL LCM 170922

LCM® Takt Planning in Building Construction
September 26 -27, 2017, UC Berkeley Clark Kerr Campus

Patrick Theis
Agenda – LCM® Takt Planning in Building Construction
LCM® Simulation – Day 1
Time Subject Expert
9:00 – 9:15 am Welcome and Introduction Iris & Samir
Challenges in projects and the potential of Lean Construction with emphasis on

9:15 – 9:45 am Samir, Iris, Patrick
Takt planning
9:45 – 10:00 am Coffee Break
10:00 – 12:00 am Simulation Round 1 - The traditional project approach Group activity
12:00 – 1:00 pm Lunchbreak
1:00 – 1:30 pm Takt planning Introduction Patrick
Production Planning Step 1 – Overall Process Analysis Presentation and

1:30 – 2:30 pm Patrick
Workshop
2:30 – 2:45 pm Coffee & Dessert Break
Simulation Round 2 - Optimized construction sequence with elimination of

2:45 – 3:45 pm Group Activity
waste and adapted process sequence played in the LCM Simulation
3:45 – 4:30 pm Production Planning Step 2: The Process and Takt Planning Presentation Patrick
4:30 – 5:00 pm Wrap up of the day and discussion Samir, Patrick
2 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Time Subject Expert
9:00 – 9:15 am Summary of Day 1 Samir, Patrick
Production Planning Step 2: The process and takt planning presentation and
9:15 – 10:30 am Patrick
workshop
Production Planning Step 3: The Detailed Takt Planning Board on site

10:45 – 12:00 am Group activity
Presentation and Workshop
12:45 – 1:15 pm Takt Planning with vPlanner (Overview) Samir
1:15 – 2:00 pm Simulation Round 3 – Takted production plan on site Group Activity
Takt presentations by
Dan Murphy (Turner) – 20 Min
2:15 – 3:15 pm Dan, James & Patricia
James Pease (Sutter) – 20 Min
Patricia Tillmann (UCSF) – 20 Min
3:15 – 3:45 pm Takt planning for None Repititive Work & the Work Density Method Iris
3:45 – 4:30 pm Open discussion and Takt Planning and its application to projects All Speaker

“Progress in the construction sector has not only stopped, it has
gone backwards.”
The Empire State Building

Completion time: 1 year and 45 days (1930-31)
▪ Is such a project realistic nowadays?

▪ The Economist magazine on waste in construction processes:
▪ 30% rework
▪ 60% wasted workforce
▪ 10% wasted material

Challenges in projects: overview
▪ traditional approach in project management
▪ complex schedules
▪ complexity and intangibility
▪ teams/subcontractors and their special interests
▪ special characteristics
 fragmentation
 uniqueness
 change
▪ what is really the focus

Time Subject Expert

Takt planning

Workshop


The LCM simulation

What is waste?
What is Waste is anything beyond the absolute

Waste? minimum resources needed to add value to a
product or service

Simulation Round 1
The traditional project approach
Simulation Waste identification

Time Subject Expert

Takt planning

Workshop


Lean is about identifying and eliminating problems
Problems are often covered by increase use of resources - Lean Management helps to identify and
eliminate the causes
Traditional approach Lean Management
Capacity and time
Problems Problems Problems Problems
Many resources are used to Create transparency – Problems have been

cover problems Reduce water reduced or eliminated
CIP*
Problems are Problems Causes are permanently
hidden! become visible/clear! eliminated!
*CIP = Continuous Improvement Process

Lean principles: the Toyota production system
Profit increase
Optimizing cashflow
Flexibility Cost Reduction Staff Quality
Flow principle Levelling Pull-system Zero defects

& Takt planning as per Client‘s principle
(one-piece flow)
Request
Visual Management 5S Kaizen
Waste reduction (in terms of „Muda“) Standards Staff qualification

Lean principles: the flow principle
By „value stream“ we understand all activities (both, value-adding and non-

value adding) which are necessary to produce a product or deliver a service
▪ The production flow from raw materials to delivery
▪ The development from product concept to start of production

Lean principles: customer takt time
The customer rhythm is the average time in which a finished unit exits a value
system
▪ The takt time is the rhythm of customer demand.
▪ The takt time indicates how much time a particular activity should take in order to meet
customer demand in time.
Customer needs Production

Equalisation
Takt! Takt! Takt!
Fluctuations Production on Takt
Customer call-offs Customer takt cycle time

Lean principles: pull system
„produce only what is needed, only when it is needed and only in the amount
needed“ Toyota
▪ Modern productions are designed as a pulling system. Based on the customer's order
the production process is scheduled and controlled
▪ This ensures that only what the customer really wants is produced in the required
quantity
▪ Usually the system controls itself, there is no additional coordination effort required

Lean principles: zero defects
A quality check is carried out on each process. There are no faulty or

unfinished units transferred to the next process
▪ Accept no error
▪ Make no mistakes
▪ Pass down no fault
▪ Direct feedback and troubleshooting to find root of problem
▪ Introduction of standards and error prevention (Poka-Yoke)
▪ Errors are promptly made transparent and are resolved

The aim of takt planning is to achieve a constant workload
and performance throughout the entire duration of the project
▪ The aim of the takt planning is a constant workload and performance troughout the entire duration
of the project
▪ This avoids “last minute actions” & “Firefighting” at the end of the project
From the acceleration of production ... towards daily goals or goals at the
At the end of the project ... end of a shift
Planned Performance Aim of the Project Planned Performance Aim of the Project
Daily Goals
1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9
Weeks Weeks

The transformation begins with the modification to a
process train
▪ From a “chaotic train” with high latency times, stockpiles and inflexible wagons which run with
different speed, overtake or block each other…
▪ … towards to a “process train” which consists of wagons that run at the same speed and thus accident-
free. No buffers are needed!

The takt time is determined and recorded on the
construction site using the planning board
▪ The workload of a project is optimally balanced. The cycle time of a team (“required time”)
corresponds to the takt time.
▪ Results of different cycle times:
Aim
takt time
(„available time“)
cycle time
(„needed time“)
Latency or Overtime or additional

staff
Constant load
overproduction

At Drees & Sommer we define Lean Construction
Management as follows
„Lean Construction Management (LCM)

is an innovative tool for smooth site
processes free of obstacles. The simple and
clear production system for the site achieves
a stability and acceleration that usually is
not achievable “

Lean Construction Management – LCM
Agile Project Delivery
Design to
Targets Build to
Lean Design Targets Production Management
▪ Agile Design Management
▪ Modularisation ▪ Lean Site Management
▪ Target Value Design (TVD) ▪ Takt Analysis and Takt Planning
▪ Building Information Modelling ▪ BIM on Site
(BIM) ▪ Lean Site Logistics and Supply Chain
Product Management
Definition ▪ Standardisation and Prefabrication
▪ Lean Commissioning
Design
Construction Com.
Set Project
Product /
Targets
Project Definition
▪ Customer value
▪ Function and Usability
Concepts
▪ Business Planning
▪ Plan Validation by using
Lean

The LCM System - Overview
The P&IM is used The LCM Planning Board as a

Regular 4-6 month lookahead By Process and Takt Analysis a Takt Plan
to constantly Process Control tool is used to
improve the takt
planning identifies constraints (as a overall schedule for the whole project)
manage what will be done
and performance so that work can be done is developed to define what should be done
and was done
Performance 6 5 4 1
and Process Control Process Planning Takt Planning
Improvement Milestones
Management
(PC) / Planning Board (PP) (TP)
W1 W2 W3 W4
KPI ! !
! !
OTP
Improvement
Production Control and Process Management (Mid- to Short Term) Production Planning (Long Term / Whole Project)
3 2
Takt Analysis Overall Process
(TA) Analysis (OPA)
The LCM System
Process and Takt Analysis

The LCM approach compared to LPS

Time Subject Expert

Takt planning

Workshop


The Lean Construction Management –The five steps of LCM
Detailed
Overall Process Takt Takt Process
Planning
Analysis Analysis Planning Planning
Board
Flow principle Harmonization Zero-defect

& Takt planning
pull system

Detailed
Planning
Board
Aims: Aims: Aims: Aims: Aims:

▪ Creating transparency ▪ Define Takt and Takt ▪ Smoothing capacities ▪ Overall schedule with ▪ Bring the production
and clarity for all Zones ▪ Generate a stable and all taktable and non planning control on site
parties involved ▪ Uncover optimization robust, recurring taktable areas (information, material
▪ Identify problems early potentials process ▪ Control workflows and and resource flow) to
▪ Simplification of the ▪ Determine buffer Steps: synchronize scheduling the daily level
orientation of all ▪ Generate and analyze ▪ Identification of the of activities in the work ▪ Identify obstacles
participants with the personnel curve trades and the areas ▪ Eliminate Buffers
regard to work areas workflow ▪ Make sure everything ▪ Optimize Takt
and processes through Steps: ▪ levelling necessary ▪ Increase Stability and
the visual ▪ Amount of work per ▪ Analysis and (preparation) is there Reliability
representation area optimization of Steps: Steps:
Steps: ▪ Bill of Quantity durations, parallel ▪ Define stability criteria ▪ Definition of daily
▪ Definition of work ▪ Takt Time processes and ▪ Define Milestones activities
areas ▪ Crew sizes capacities ▪ Check Upfront ▪ Daily and weekly
▪ Definition of the ▪ Duration processes and stability discussions about the
process steps ▪ Generate personnel criteria work ahead and
(sequence) curve currently finished

The overall process analysis (OPA) has 3 steps to create a common
understanding of the optimal process sequence
1.
1.
identify different work areas
(zone types)
2.
create a legend where each trade has

2. 3.
its own colour by using sticky notes
3. define the process steps and

sequences of trades within the zone
types
September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

27
The figures shows the team developing the zone types and
a logical ordering of processes steps

Overall Process Analysis: reverse planning of the
process steps
▪ Visualize each process. Start with the last step and go step-wise back to the beginning.
▪ Mark each step with a colored post-it for the responsible team/trade.
▪ Write each process step on a post-it and pin it into the right order on the wrapping paper.
sequence of the processes
parallel working
processes
Overall Process Analysis: Identification of problems
and obstacles
▪ Visualize problems and obstacles with red post-its beside the affected process
▪ Number the post-its and write down (on the post-its) a keyword that explains the problem or
obstacle.
▪ Note the problem or the obstacle on the separate action list by using the same numbering.
▪ Examples of problems or obstacles are the following: inaccurate customer specifications, special tools
are required, experiences from previous projects etc.
sequence
action list
8
work area
8
9
problems/ obstacles
Workshop: OPA & Waste elimination

Time Subject Expert

Takt planning

Workshop


Simulation Round 2
Optimized construction sequence with elimination of waste and adapted process sequence played in the simulation
Simulation Coaching

Time Subject Expert

Takt planning

Workshop


Detailed
Planning
Board

orientation of all ▪ Optimized resource ▪ Identification of the of activities in the work ▪ Identify obstacles
participants with usage trades and the areas ▪ Eliminate Buffers
process steps ▪ Generate resource criteria work ahead and

The Takt Analysis is based on the OPA and is adding the
amount of work and takt time to the defined sequence per zone type
Takt Analysis (TA)

▪ In the takt analysis the predefined
sequence of work is transformed into a
takted standard schedule for a zone
types
▪ These zone types can be clustered into
different sizes if similar zone types in the
building are different.
▪ The trades all takted to the defined takt
time, will run step by step through the
defined areas of the construction site and
will complete their work in each area
within the takt
▪ all trades proceed in a constant flow with
the same speed
▪ right takt time and crew performannce /
crew size

Takt planning Step 1: Identification of takt areas and definition of
standard size

Takt planning Step 2: Creation of takt trains in the area
Procedure of the trades trains using the example :
e.g. 1 week
Drywall Drywall Drywall Basic
construction sanitary ventilation Electro construction construction
Electro cold construction

Takt planning Step 3: Determination of duration & resources

Takt planning step 4: The results are incorporated into the cycle planning
tool to reveal collisions and buffer times as well as further potentials
Data input Takt planning Evaluation Optimization
Establishment of teams and trades Levelling of the cycle trains way-time-diagram collision check
Definition of tactile activities Takt planning man curve buffer check

Takt planning for a smaller office building
Kälte & Zwischen-

Legende: Trockenbau Betonage Sanitär Lüftung Heizung abgehängte Decke Elektro Fliesen Maler Bodenbelag Holztüren
Dämmung reinigung
7 Wochen
KW 12 KW 13 KW 14 KW 15 KW 16 KW 17 KW 18 KW 19 KW 20 KW 21 KW 22 KW 23 KW 24 KW 25 KW 26 KW 27 KW 28 KW 29 KW 30 KW 31 KW 32 KW 33 KW 34 KW 35 KW 36 KW 37 KW 38 KW 39 KW 40 KW 41 KW 42 KW 43 KW 44 KW 45 KW 46 KW 47
Bauteil 1 Start Ausbau Geplantes Ende mit

KW 20 KW 40 KW 47
Trockenbauwände Ständer stellen 1 2 3 4
Ende dieser
Kernbohrung 1 2 3 4 Abwicklungs-
Schmutzwasser vertikal 1 2 3 4
strategie
Sanitär 4 3 2 1
Luftung 4 3 2 1
Heizung 4 3 2 1
Trockenbauwände einseitig beplanken 4 3 2 1
Sanitärinstallation Ausfädelung in die Vorsatzschale + Sanitär Tragkonstr. 4 3 2 1
Abluft 4 3 2 1
Elektroinstallation in Wänden 4 3 2 1
Elektroausläse Wände 4 3 2 ^1
Trockenbauwände schließen 4 4 3 3 2 2 1 1
Trockenbauvorsatzschale beplanken + Ständer 4 4 3 3 2 2 1 1
Unterkonstruktion abgehängte Decke 4 4 3 3 2 2 1 1
Trasseninstallation 4 3 2 1
Kälte Fancoil 4 3 2 1
Boden & Wände Abdichtung Bad 4 3 2 1
Setzen der Duschtasse + Tischablage 4 3 2 1
Wände fliesen 4 3 2 1
Abgehängte Decke schließen 4 3 2 1
Decken und Wände spachteln und schleifen 4 3 2 1
Boden fliesen 4 3 2 1
Ausgleichsspachtelung vom Boden 4 3 2 1
Absperrung Boden 4 3 2 1
Malerflies 4 3 2 1
Wand- & Deckenanstrich und Türzarge 4 3 2 1
Teppich 4 3 2 1
Sockelleisten 4 3 2 1
Fertigmontage Sanitär 4 3 2 1
Fertigmontage Elektro 4 3 2 1
Fertigmontage Luftung 4 3 2 1
Badtür 4 3 2 1
Holztürblatt Türschwellen Zarge 4 3 2 1
Zwischenreinigung 4 3 2 1

Takt planning for a big office and research facility for BMW
WPM Building Project house Office Legend

Rohbau
Fassade
Ausbau
TGA
Andere

Takt planning for a big office and research facility for BMW
Takt planning with 5 trains from D&S
Cutout Technical building equipment clocked

Advantages of the takt planning
1 high process efficiency!
constant resource level per

2 process!
constant an consistent work flow!

3 No stress!
client requirements and fixed

4 dates are in the focus and will be
fulfilled!
5 deviations are detected

immediately!

Time Subject Expert

Takt planning

Workshop


Wrap up of the 1. day / discussion

Time Subject Expert
9:15 – 10:30 am Production Planning Step 2: The process and takt planning workshop Patrick


Workshop: Work sample study
▪ Each process or process step explained on the overall process analysis post-its is divided
into individual activities.
▪ The duration of each activity is measured with a stopwatch.
▪ These data are the prerequisite for cycle planning, appropriate team organization and
classification of the team-workload.
▪ The work sample study is normally accomplished three times within a Lean workshop.
1. Analysis of the actual state
2. Analysis of the activity times after the introduction of process improvements such as
tools, material supply or distances
3. Confirmation of the process structure after the introduction of a new cycle and new
team organization

Example: work sample study
fill in the individual

activities

fill in the duration of

measured activities
fill in the individual

activities


measured activities calculate the average
cycle time of activities

measured activities


measured activities calculate the average
cycle time of activities

measured activities
calculate the average

cycle time of the
process

Important
▪ The aim of the work sample study is not to control the individual performance of the
laborer.
▪ The measured results are used anonymously to obtain realistic times (cycle times) for
each activity.
▪ The collected data are used for process optimization
▪ Make sure that all laborer in the area are informed about the work sample study, their
purpose and what they are involved in.

Detailed
Planning
Board


Compared to traditional time schedules, process planning
creates more transparency and clarity
LCM

In process planning, the overall plan of operations is drawn
up on the basis of predefined milestones
▪ Based on the takt planning, the process planning (rolling 4-6 -month preview) is created together with
all relevant participants on site based
▪ Furthermore, upstream processes such as design, pre construction, logistics and prefabrication are
linked to the sequence
▪ Defined "quality gates" and milestones serve to identify the stability of the flow between the design
teams and the construction site.
▪ The aim is to remove all obstacles - before the execution process is affected.

PP: Identification of problems and obstacles
Visualization of problems and obstacles with pink Post-it next to the affected process.
▪ Give the Post-it a number and write a keyword explaining the problem or obstacle.
▪ Write the problem or obstacles to a separate action list using the same number.

PP: Determination of planning stability by using
stability criteria
Develop stability criteria and enter them on the printout of the process planning.
▪ What requirements must be met to ensure that the process starts on time?
▪ e. g. customer approval, material availability, isometric checked and signed.
Examination of the specified stability criteria within each process planning workshop.
Enter the problem in a separate action list if the stability criteria are not completed in time.
▪ The stability criteria are displayed using the traffic light logic.
▪ Stability criteria that have been fulfilled are marked "green".
▪ Stability criteria that have not been met are marked "red".
Fassade
Monat September Oktober November Dezember Januar Februar März April Mai Juni
KW 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
1
2
3
Fenster EG 4
5
6
1 1 1 1 1 1 1
2 2 2 2 2 2 2
Elektro Attika-
3 3 3 3 3 3 3
Fenster 1.OG 4 Fenster 2.OG 4 Fenster 3.OG 4 Fenster 4.OG 4
Kabel
Installation
4
abdeckung
aus Holz
4 Fassade Innenhof 4 Fassade Rest
5 5 5 5 5 5 5
6 6 6 6 6 6 6
1
Einbauteile 2
Fassade
3
Feuerwehr-
4
schlüssel-
5
tresor
1
2
3
Fenster 1.OG 4 Stability criteria
5
6

PP: Digitalization of the workshop result
definition of stability criteria

colour/ legend
work area
trades colour
1
2
3
Fenster 1.OG 4 stability
5
6
criteria
activity description

Time Subject Expert
9:15 – 10:30 am Production Planning Step 2: The process and takt planning workshop Patrick


Detailed
Planning
Board


Detailed planning/Planning board
▪ Visual control tool
▪ Up-to-date detail planning
▪ Daily scheduling
▪ Optimization of all processes
▪ Planning ‚pulling construction site‘
▪ Control of information flow
▪ Eliminate obstacles at an early stage
▪ Sustainable work preparation

Detailed planning
Planning board as a tool for transparent perspective
▪ Map content (location, job content etc.) and

sequence are determined by the company and
written on cards
▪ Site Management questions proposals and

insists on accelerating processes by filling
identified time-gaps between work steps
(time pressure)
▪ Cards are plugged in coordinated sequences

(Representation of look ahead planning)
Work card Problem card Stop card
▪ Review of goal achievement and early

recognition of impediments and preliminary
works

Detailed planning/Planning board
September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Detailed planning
In the application improvements in three phases are clearly
Phase 1: Problems detected too late Phase 2: Identified problems earlier Phase 3: Prerecognized problems in time
If you implement a planning After some weeks problems If the construction site is
board, you will see, that all can be found on the whole running LCM® properly, all
open issues on site can be board. Still open issues can be open issues can be found in
found in the next days. also found in the actual week. week 3 or 4.
Too little time to solve the

problems
2-3 days forecast on site 1-2 weeks forecast Forecast of at least 3 weeks

Continuous performance improvement
Daily use of key performance indicators and improvement ideas
66
Performance management and improvement
3 Key Performance Indicator
Set daily Check daily

performance performance
goals 1 goals
2
4 Improvement Opportunities
5
Daily Performance
Planning Improvement Workshops
6
Adjust performance goals
Detailed Planning
Customer Example – LCM®
68
Detailed Planning
Customer Example – Collaboration Room
69
Detailed Planning
Customer Example – Collaboration Room
70
Impressions LCM Siemens Dubai
all informations on one place

Overall process analysis and process planning

The Detail Planning gives a 4 week lookahead on a daily base

Impressions Hoffmann La Roche LCM Room
Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Basel, Switzerland

Mission / Collaboration room
Obeya
83
LSM + C3D + WP
Strategy Stability Process Focus Improvement

C3D Modell Baseline Schedule Level 7 Break Down Lean KPIs
Building Information Model Overview about all activities

Breakdown to daily targets Key Performance Indicators
+
Work Packaging
+
Process Planning
+
Production Preparation
+
Virtual Controlling
Identification of working areas 3 to 6 months lookahead
+ + + +
Automatic Card Production Performance Monitoring
Overall Process Analysis Front End Loading Planning Board Improvement Workshops
Sequence of all activities Early problem identification Production Planning & Control New Standards
84
BIM work breakdown structure defined by LCM®
Preparation of site activities
Color codes
▪ Engineering
▪ Fab Shop
▪ Paint
▪ QC
▪ Laydown/Site
▪ Erected
85
Weekly Lean Coordination Meeting using the BIM Model
Prioritisation of work packages collaboratively
86
Detailed Planning
Printing Smart Planning Cards
▪ Print out of the work packages with allocated resources from the BIM system
▪ Visual planning with the team on the planning board
▪ Direct link of the physical card (work package) to the BIM system
87
Detailed Planning
Pull Planning on the Planning Board with smart cards
▪ Setting the targets on a 4 week look

ahead based on the engineering and
supply chain / delivery status in BIM
▪ Use of 3D / 4D BIM model to visualize
and plan the work packages
▪ Allocation of work to the teams in a
well levelled and taktet way
▪ Setting daily performance targets
(production planning)
▪ Update on performance achieved
(production control) every evening
with an update of the BIM system
▪ Simulation and optimization of team
and resource usage.
▪ Increase the reliability and early problem solving

▪ High resource usage and continuously performance increase
88
BIM Planning with Lean
Overview
1. Prioritisation 2. Detailed Planning 3. Process Controlling 4. Synchronisation
▪ The foremen and site ▪ Planning cards are ▪ By ticking the ▪ By docking the smart
engineers are planning getting printed on smart accomplished tasks on pen into the station all
the next steps by either paper and the selected the planning cards the the saved data gets
clicking on the part parts are now ‘under smart pen gets the synchronized in the
within the model or on construction’ information which is model
the list below now saved in the pen
▪ The foreman sheet ▪ All tasks that are
▪ The colour of the increases the plausibility accomplished will
selected parts is now change the colour and
changed into another status
status
89
Lunchbreak
© mikele - Fotolia.com

Time Subject Expert
9:15 – 10:30 am Patrick
workshop


Simulation Round 3
The Lean project approach
Simulation Coaching

Time Subject Expert
9:15 – 10:30 am Patrick
workshop


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CONSULTING
PLANNING
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LCM® Takt Planning in Building Construction

September 26 -27, 2017, UC Berkeley Clark Kerr Campus

Time Subject Expert

9:00 – 9:15 am Welcome and Introduction Iris & Samir

Challenges in projects and the potential of Lean Construction with emphasis on

9:45 – 10:00 am Coffee Break

12:00 – 1:00 pm Lunchbreak

1:00 – 1:30 pm Takt planning Introduction Patrick

Production Planning Step 1 – Overall Process Analysis Presentation and

2:30 – 2:45 pm Coffee & Dessert Break

Simulation Round 2 - Optimized construction sequence with elimination of

4:30 – 5:00 pm Wrap up of the day and discussion Samir, Patrick

2 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

9:00 – 9:15 am Summary of Day 1 Samir, Patrick

10:30 – 10:45 am Coffee Break

Production Planning Step 3: The Detailed Takt Planning Board on site

12:00 – 12:45 pm Lunchbreak

12:45 – 1:15 pm Takt Planning with vPlanner (Overview) Samir

2:00 – 2:15 pm Coffee & Dessert Break

3 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

The Empire State Building

▪ Is such a project realistic nowadays?

4 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

▪ traditional approach in project management

▪ complexity and intangibility

▪ teams/subcontractors and their special interests

▪ what is really the focus

5 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Time Subject Expert

9:00 – 9:15 am Welcome and Introduction Iris & Samir

Challenges in projects and the potential of Lean Construction with emphasis on

9:45 – 10:00 am Coffee Break

12:00 – 1:00 pm Lunchbreak

1:00 – 1:30 pm Takt planning Introduction Patrick

Production Planning Step 1 – Overall Process Analysis Presentation and

2:30 – 2:45 pm Coffee & Dessert Break

Simulation Round 2 - Optimized construction sequence with elimination of

4:30 – 5:00 pm Wrap up of the day and discussion Samir, Patrick

6 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

7 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

What is Waste is anything beyond the absolute

8 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Simulation Waste identification

9 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Time Subject Expert

9:00 – 9:15 am Welcome and Introduction Iris & Samir

Challenges in projects and the potential of Lean Construction with emphasis on

9:45 – 10:00 am Coffee Break

12:00 – 1:00 pm Lunchbreak

1:00 – 1:30 pm Takt planning Introduction Patrick

Production Planning Step 1 – Overall Process Analysis Presentation and

2:30 – 2:45 pm Coffee & Dessert Break

Simulation Round 2 - Optimized construction sequence with elimination of

4:30 – 5:00 pm Wrap up of the day and discussion Samir, Patrick

10 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Traditional approach Lean Management

Capacity and time

Problems Problems Problems Problems

Many resources are used to Create transparency – Problems have been

*CIP = Continuous Improvement Process

11 September, 26 - 27 , 2017, LCM Simulation, Patrick Theis

Flow principle Levelling Pull-system Zero defects

Visual Management 5S Kaizen