The Simply Lean Pocket Guide for Construction - Tools for the Elimination of Waste in the Design-Bid-Build Construction Project Cycle

The Simply Lean Pocket Guide for Construction was created to provide the necessary forms and worksheets for a team to learn, implement, and document Lean problem solving activities using the PLAN-DO-CHECK-ACT (PDCA) methodology while following an actual case of Lean construction. PDCA is a cycle of activities designed to drive continuous improvement. Initially implemented in manufacturing, it has broad applicability in business. This book will assist teams and individuals to: collect the right data, in the right way, to support improvement projects; meet effectively to maximize organizational resources; brainstorm to solicit best ideas; obtain a consensus to solve problems; determine root cause(s); standardize improvements; think outside the box; accept change; work to attain process perfection. Construction workers are natural problem solvers, in that, they continually adapt their skills to the uniqueness of each project. However, they are also known to not document solutions to problems ensuring it will not reappear. The purpose of this handy little pocket guide is to standardize and improve problem solving skills and serve as a basis for long term quality improvement in Lean organization (i.e., making it better). The tools and concepts contained in this book are not theory, but practical advice on what to do when there is a problem and a need to improve. This book will not provide detailed explanations of Lean tools such as 5S, Mistake Proofing, Visual Controls, JIT, etc. - there is material already on those topics - but it is a book to more fully engage the construction industry worker (customer service representative working with a mortgage company for a client s application to the electrician with his or her punch list) with a step-by-step, how-to guide on implementing quality improvement tools with a Lean twist. This pocket guide was designed to be: 1. A standard problem solving guide. To ensure the best use of everyone s time, this guide will provide the basic structure (i.e., standard) for which all continuous improvement teams should follow (or supplement your existing Lean or problem solving training). By using time wisely, it will reduce the variation in the overall improvement process and provide a solid foundation upon which to introduce additional Lean tools. 2. A reference guide for the problem solving tools. Short, concise definitions of a tool, along with an example, will allow a team member to reference the tool when needed - especially when that team member is away from the team collecting data or working on a pilot project as part of the event. 3. A learning tool. A case study called Midway Construction is presented throughout this book to provide examples of how the various tools are used, as well as their relativity to Lean. This case study will assist you to better understand how to use a particular tool in your project. 4. A team and personal log. Notes and ideas about the area or process that is being analyzed can be easily written down in this book so as not to lose or misplace valuable process information. Your Idea Kaizens can also be recorded in the appropriate section of this book. Pages for your note taking are designated by the pen icon. Simply Lean is about conveying the PLAN-DO-CHECK-ACT (PDCA) cycle of problem solving with a long term Lean focus and direction. It will allow all trades to take responsibility and improve quality for the entire delivery system as a whole, rather than just one activity (or trade). Toyota s (the model for Lean) success is not found so much in their full blown, week-long, detailed kaizen events, but in the power of their employees to simply problem solve.