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Management > L25/26: Lean & Productivity > Flashcards

L25/26: Lean & Productivity Flashcards

1
Q

Main concerns of site management?

A
  • environmental concern
  • health and safety
  • construction plan and methodology
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2
Q

Current state of affairs:

A
  • physical characteristics of production ignored
  • production largely uncontrolled
  • no systematic process for learning from experience
  • central control fantasy/ push system
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3
Q

What is lean?

A
  • production philosophy to increase productivity and to eliminate waste
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4
Q

What does lean focus on?

A

-the difference between value and waste

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5
Q

Differences in traditional and lean:

Traditional: decisions are made sequentially by specialists

A

Lean: Downstream players are involved in upstream decisions, and vice-versa

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6
Q

Differences in traditional and lean:

Traditional: activities are performed as soon as possible

A

Lean: activities are performed at the last responsible moment

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7
Q

Differences in traditional and lean:

Traditional: not all product life cycle stages are considered in the design

A

Lean: all product life cycle stages are considered in the design.

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8
Q

Differences in traditional and lean:

Traditional: Participants build up large inventories to protect their own interests

A

Lean: Buffers are sized and located to perform their function of absorbing system variability

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9
Q

Differences in traditional and lean:

Traditional: Organisations link together through the market, and take what the market offers

A

Lean: Systematic efforts are made to optimise supply chains

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10
Q

Differences in traditional and lean:

Traditional: learning occurs sporadically

A

Lean: Learning is incorporated into project, firm and supply chain management.

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11
Q

What are the principles of lean?

A

VWFPP

  • identify the Value stream
  • remove the Waste
  • create Flow
  • let the customer Pull
  • pursue Perfection
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12
Q

Where is most value added?

A
  • During Manufacturing rather than Construction
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13
Q

What environmental considerations do classic value streams tend to overlook?

A
  • raw materials used vs needed in products and processes
  • pollution & other env. wastes in the value stream
  • flows of information to env. regulatory agencies
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14
Q

What can simple adjustments to your value stream map do?

A
  • Help explicitly address pollution and natural resource wastes
  • improve cost reduction opportunities
  • save additional time
  • improve the health and safety of the workplace
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15
Q

A “materials line” can be added to the value stream to examine:

A
  • amount of raw materials used by each process

- amount of materials that end up in the product and add value from the customer’s perspective

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16
Q

What are some simple adjustments of value stream mapping?

A
  • use icons or red dots to identify processes with key environmental, health, and safety (EHS) opportunities
  • use icons to highlight where EHS experties needed
  • add key env. data to process boxes
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17
Q

What does the timeline on a value stream map look at?

A
  • value added and non value added time in the value stream
18
Q

How to create flow?

A
  • coordination
  • basic lean tools and techniques
    (e. g. 5 S’s, spaghetti chart, visual controls)
19
Q

What are the 5 S’s?

A
  • Sorting
  • Simplifying
  • Sweeping
  • Standardising
  • Self discipline
20
Q

What does sorting include?

A

sort out the necessary from the unnecessary, discard the unnecessary

21
Q

What does simplifying include?

A

create and identify a place for everything based on how often it is used

22
Q

What does sweeping include?

A

physical and visual control of the work area

23
Q

What does standardising include?

A

creating standard ways to keep the work areas organised, clean and orderly, documenting agreements made during the SS’s

24
Q

What does self discipline include?

A

Follow through

25
Q

What does process mapping categorise all steps into?

A
  1. Value added
  2. Non value added but necessary
  3. Non value added & not necessary
26
Q

What does process mapping include?

A
  • mapping all steps & ‘wait’ times of activities
  • measure distance travelled & cycle time
  • categorise all steps
  • eliminate all #3s + improve #2’s
  • reduce setup time & do 5S’s
27
Q

What is the purpose of visual controls?

A

To put in plain view all tools, parts, plans, schedules and performance indicators so everyone can see at a glance what is happening.
(e.g. hard hats, daily/weekly schedules)

28
Q

What are ways to pursue perfection?

A
  • stress the production system to identify needed improvements
  • experiment but buffer the production not to violate commercial agreements
  • manipulate constraints to drive innovation and improvement
29
Q

What are 3 different types of productivity?

A
  • Labour
  • Capital
  • Time
30
Q

What is productivity

A

output/ input

31
Q

What is the measure for labour productivity?

A

work/ workers

32
Q

What is the measure for capital productivity?

A

value added / capital employed

33
Q

What is the measure for time productivity?

A

progress / working hours

34
Q

What are common factors that affect productivity?

A
  • skills and experiences of workforce
  • management
  • material availability
  • job planning
  • worker motivation
35
Q

Factors to improving the efficiency of the work:

A
  • develop a network
  • more effective planning
  • pre-work
  • develop manuals
  • use IT systems, communication and planning software
  • use downtime and idle time better
  • have a backup plan
  • better communications
  • quality
  • pricing strategy
36
Q

Factors to improve the competency of people:

A
  • improve the level of technical skills
  • diversity
  • workforce stability
  • support and supervision
  • team building
  • influences of peer workers
  • working stress
  • equality and pride
37
Q

Key factors in training in project management:

A
  • communication
  • organisational skills
  • adopt common procedures and practices
  • contingency and uncertainty planning
  • improve analytical skills
  • develop and promote learning skills
38
Q

Factors to strengthen middle management skills for key staff:

A
  • ability to communicate and coordinate
  • how to motivate people
  • develop a clear business vision
  • train in quality techniques and how to write procedures and policies
  • number of employees managed
  • delegation of responsibility
  • continuous improvement techniques
  • sustainability
39
Q

A holistic, multi faceted industry level approach is required to:

A
  • ease the mobility
  • provide a clear career pathway
  • improve qualifications or certificates incentives
  • online learning to attract young IT literate workers
  • integrated supply chain approach
  • better relationships with clients
  • value for money approach in procurement strategies.
40
Q

Role of site managers

A
  • prepare sites
  • plan products
  • supervise

Management (17 decks)

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