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11/6/2013
Copyright 2013 Michael F. Czap, All Rights Reserved 1
lean architectureExcellence in Project DeliveryThursday, November 7th1:00 – 2:301.5 CEU | HSW
Texas Society of Architects ConventionForth Worth Convention Center
1. Compare the three current systems of Process Management: Lean Thinking, 6 Sigma, and the Theory of Constraints.
2. Acquire insight into the principles of Lean Architecture and evaluate its impact upon contemporary Architectural methodology and practice in management, documentation, and technology.
3. Develop instructional documentation & communication systems that increase productivity with greater accuracy and a reduction in errors.
4. Put in place basic processes for the development and implementation of Lean practices in small, medium and large firms.
learning objectives
Process Improvement• 3 Goals
Lean Architecture• Management• Documentation• Technology
Patterns
Discussion
todayDependent on each preceding action
Preventing mistakes from happening versus detect & correct
Planned for, built-in and designed into the way we work
quality
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Copyright 2013 Michael F. Czap, All Rights Reserved 2
Real Productivity – The Avoidance of Unnecessary Work
•Doug Stoker
Goal– More Work in Less Time •Barry Isakson
Goal– Better Work with Less Effort •Barry Isakson
productivityprocess improvementLean | 6 Sigma | TOC
ManufacturingSoftware developmentConstructionHealthcareUS MilitaryStarbucks?
process improvement
Washington Post
Remove Waste• Identify value• Identify value stream• Flow• Pull• Perfection
Focus on flow
lean thinking
How to Compare Six Sigma, Lean, and the Theory of Constraints by Dave Nave in Quality Progress, © 2002www.asq.com
ValueAnything the client is willing to pay for• Changes the shape or form of the
process or product• Client cares about it• Done right the 1st time
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Reduce Variation• Define• Measure• Analyze• Improve• Control
Focus on problems
6 sigma
How to Compare Six Sigma, Lean, and the Theory of Constraints by Dave Nave in Quality Progress, © 2002www.asq.com
Manage Constraints• Identify constraint• Exploit constraint• Subordinate processes• Elevate constraint• Repeat cycle
Focus on system constraints
toc: theory of constraints
How to Compare Six Sigma, Lean, and the Theory of Constraints by Dave Nave in Quality Progress, © 2002www.asq.com
Structure work to “flow’
Reduce variation
Identify and eliminate what keeps us from doing good work (constraints)
3 goals
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Copyright 2013 Michael F. Czap, All Rights Reserved 4
Rethinking architectural methodology & practice
lean architectureExcellence in Project Delivery
lean: management
1980’s US Auto 1980’s Japanese Auto
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Copyright 2013 Michael F. Czap, All Rights Reserved 5
MADE IN AMERICA, REGAINING THE PRODUCTIVE EDGE
MIT Commission on Industrial Productivity; Copyright 1989
Walls between disciplinesSequential, IterativeSuppliers NOT part of team - 6000Defective parts - discarded
Design &General Specs
Manager
ProductEngineering
Manager
ManufacturabilityManager
Overlap
62 months to start Production
MADE IN AMERICA, REGAINING THE PRODUCTIVE EDGE
MIT Commission on Industrial Productivity; Copyright 1989
“Heavyweight” ManagerDesign, Engineering& Manufacturability
One TeamConcurrent, “designed to build”Suppliers part of Team - 337Defective parts - Why??
43 months to start Production
Prelim | SD Phase DD Phase15% 20% 45%
CD Phase25%
BN & CA D e s I g n45 – 50% 30 - 35%
D o c u m e n t20%
C o n s t r u c t
L o n g e r design phase, shorter documenting phase
Simultaneous development
Develop what can be built & afforded
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Copyright 2013 Michael F. Czap, All Rights Reserved 6
Solve issues as-you-go• Do not let problems accumulate
Do it right the 1st time
Make level paths
D e s I g n45 – 50% 30 - 35%
D o c u m e n t20%
C o n s t r u c tNorthern USFast Track Construction- help the civil & structural engineers
South Central USOwner- minimally “draw” until decisions are made- choices
find the chain
critical paths
23
Phase Driven• Tasks to Accomplish (i.e., think thru)• Items to Coordinate• Things to Check• Typical Drawings
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Copyright 2013 Michael F. Czap, All Rights Reserved 7
Issues & Assumptions
design charette “organized complexity”Overlapping building systems and components, logically arranged and coordinated with each other
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Copyright 2013 Michael F. Czap, All Rights Reserved 8
Structure work to “flow’
Reduce variation
Identify and eliminate what keeps us from doing good work (constraints)
3 goalslean documentation
“Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction.“- Albert Einstein
quote“Less is more“- Mies Van der Rohe
quote
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Copyright 2013 Michael F. Czap, All Rights Reserved 9
118,000 sf Hospital- 51 sheets Architectural CD’s- low change orders
2 projects, same firm
127,000 sf Hospital- 158 sheets Architectural CD’s- low change orders
Easiest thing to do
Convey information
Think Slowly (Draw Quickly)
Draw Less (Draw Smart)
Draw what you know
“Begin with the end in mind”, i.e., PLAN– Stephen Covey
“organized complexity”
6 hours = weeks of time Make things typical
Eliminate redundancy
Be instructional
Schedule by default
Visual quality control
Work in context
Use mistake-proofing techniques
methodology
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Copyright 2013 Michael F. Czap, All Rights Reserved 10
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Copyright 2013 Michael F. Czap, All Rights Reserved 11
Workroom201
Classroom204
Workroom201
Classroom204
201
E11-
14
C
B
North
Methodology
90% complete
Visual QC
No time savings in thinking
Instructional
Intern & Contractor friendly
templates
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Copyright 2013 Michael F. Czap, All Rights Reserved 12
130E01-12
Door Number = Room Number (130)Add Alpha for multiple doors (130A)
Door Type Number (01)Scheduled on Sheet
Hardware Set Number (12)Hardware sets in Specs or on Drawings
Fire RatingA=3 Hour
B = 1 ½ HourC = 1 Hour
D = ¾ HourE = 20 MinuteN = No Rating
Typical
Atypical
HC grab bars dimensioned
one place
Toilet Accessories
WC1 “plugs into” the plans
1996Updated 2012
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Copyright 2013 Michael F. Czap, All Rights Reserved 13
T1 plugs into Floor Plans T2 keyed on
Floor Plans“plug in”
Components
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Copyright 2013 Michael F. Czap, All Rights Reserved 14
Few dimensionsFew section marks
Few reference marksFind & Note exceptions
- Other materials- Varying depths of cabinets
- Add’l places the same Elev’s apply
organization
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Copyright 2013 Michael F. Czap, All Rights Reserved 15
Circa 1922 Allison & Allison Architects
59Circa 1922
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Copyright 2013 Michael F. Czap, All Rights Reserved 16
61 62
63 64
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Structure work to “flow’
Reduce variation
Identify and eliminate what keeps us from doing good work (constraints)
3 goalslean: technology
“Confusion of goals and perfection of means seems, in my opinion, to characterize our age.”- Albert Einstein
quoteKnow before you build- Simulate- Visualize- Estimable
Faster & more accurateAutomate repetitious workLeverage information & knowledge
goals
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Copyright 2013 Michael F. Czap, All Rights Reserved 18
Sticky Bak
Empty spaces speak loudly
information is cheap$249 million5 ½ years107,591 files - 4,794 folders - 185 GB
information is cheap
2013-12-10_What_it_is.pdf
PD SD DD CD BN CA OP
Effo
rt/E
ffect
1
1 Cost Impact of Change
2
2 Traditional Design Process
3
3 Preferred Design Process
Source: Construction Users Roundtable, A/E Productivity CommitteeGraph originated by Patrick MacLeamy, AIA / HOK
BIM process shifts curveStructure work to “flow’
Reduce variation
Identify and eliminate what keeps us from doing good work (constraints)
3 goals
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Copyright 2013 Michael F. Czap, All Rights Reserved 19
patterns“Sometimes when you’re short of resources... it forces you to do better work.”- Steve Wozniak, co-founder of Apple Computer
the woz
Making the same mistakes
Over documenting
Re-researching building systems
Re-inventing firm standards, again
Re-design
billable work 25 employees$90 hour5% improvement$225,000 value2500 hours
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Copyright 2013 Michael F. Czap, All Rights Reserved 20
Planned hours did not support having an experienced PA until a later phase
- significant changes were required when PA joined
- but it was o.k., because the Plan supported the hours then
managing by the “plan” culture: 3 - 5 years
a
Develop Resources
ObservationAssessmentID bleedingProcesses
Tools
c
Touch: ProjectSystems
50% Design DevelopmentBuilding Systems ReviewFirm Methodologies
d
Touch: ProjectDetails
75% Construction DocsTechnical DetailingTemplates done rightFeedback: StaffFeedback: Methodologies
b
Distribute& Educate
EducateOJT
MentorIntranet
TemplatesDocs
Challenges allocating staff & $
On the fly development
Best practices
Word of mouth & informal communication
OJT / Mentoring
Intranet
small firms medium firmsSingle office w/ breadth & depth
Flatter organization, less politics
Allocate staff time with some $
On the fly development
Best practices
Word of mouth & informal communication
OJT / Mentoring
Formal instruction / Intranet
11/6/2013
Copyright 2013 Michael F. Czap, All Rights Reserved 21
large firmsGenerally well organized, $$
Firms within a firm, Independent
Resistant to change
Resources often squandered on firm wide initiatives
Development by committee- Least common denominator practices
Best practices
OJT / Mentoring
Formal instruction / Intranet
Structure work to “flow’
Reduce variation
Identify and eliminate what keeps us from doing good work (constraints)
3 goals
allowed use the sample documentationcontained in today’s presentation
acknowledgments
How to Compare Six Sigma, Lean, and the Theory of Constraints
by Dave Nave in Quality Progress, © 2002www.asq.com
Monte ChapinGreg LaVardera
11/6/2013
Copyright 2013 Michael F. Czap, All Rights Reserved 22
The Goalby Dr. Eliyahu M. Goldratt
resources
Made In America, Regaining the Productive Edgeby MIT Commission on Industrial Productivity
Lean Thinkingby James P. Womack andDaniel T. Jones
The Architect's Handbook of Professional Practice15th Edition
Released November 18th
thank-youMICHAELCZAP AIA
Cell 817.454.0584Dallas 214.347.9887Houston 713.581.2097
mczap@ncbdarchitects.comncbdarchitects.com
lean architectureExcellence in Project DeliveryThursday, November 7th1:00 – 2:301.5 CEU | HSW
Texas Society of Architects ConventionForth Worth Convention Center
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