Lean Experience
and Operational Excelence
Graña y Montero
WHO WE ARE:
Graña y Montero
•
Engineering and Construction Group with the biggest
Company Value in Latin America (79 years of experience)
•
Projects for Over 50 Million Men Hours per year
•
About 2,700 employees and 16,000 workers in construction
•
Projects
–
Mining and Energy
–
Industrial and Infrastructure
–
Buildings
•
Lean
Mejora de
Mejora de
Procesos 21
Procesos 21
(MP 21)
(MP 21)
Eficiencia
Eficiencia
Y seguimos
Y seguimos
…
…
Construimos proyectos
Construimos proyectos
en diversos sectores:
en diversos sectores:
miner
mineríía, industria, gas y a, industria, gas y petr
petróóleo, leo, infraestructura,
infraestructura,
energ
energíía, edificacionesa, edificaciones
Booz | Allen | Hamilton
Gra
Gra
Operational Excelence
•
We should expect these results if we state we work with
Operational Excelence
:
–
Perceived Quality expectations
– On time
– Safety
– Smooth Ongoing
– Efficiency
– Awareness
– Satisfied Clients
– Adequate Profit
Project Management | Production and
Services | Operations
Project Managemet| Services Project Managemet| Services Predictions Reports Production Management| Operations Production Management| Operations Production Planning Execution Continuous Improvement Coordination Macro-StrategiesProduction and Operations managed
professionally is fundamental in order
to accomplish Operational Excelence
(and business results)
P E
lan
xecute
C
ontrol
Reactive System
• Remote locations, difficult weather conditions, social factors, etc.
• Dependency on third-party engineering designs and specialized materials
• Speed required by projects
PROCESS X
PREDECESSOR 1 PREDECESSOR 2 PREDECESSOR 3 PREDECESSOR 4 PREDECESSOR N PREDECESSOR Reliability = 95%Process X Reliability:
N=5, 77%
N=10, 60%
N=20, 36%
Process X Reliability: N=2, 0.95*0.95=0.90Dependencies
Understanding Production
Plans are not updated rapidly
Plans are not updated
Production management based on
traditional Project Management
methodologies origins chaos,
inefficiency and time risk
P
E
C
Assure: What you do = What you planned to do Continuous Flows comes from a Reliable Plan
Middle Step
1st Step
1st Step
: Continuous Flow
: Continuous Flow
PROCESO 1
PROCESO 1 PROCESO 2PROCESO 2 PROCESO 3PROCESO 3 PROCESO 4PROCESO 4 PROCESO 5PROCESO 5
FLOW
FLOW
In operations with higher disruption
probabilities, continuous flow will get
us closer towards Operational
Excelence
Continuous Flow
1
°
Analyse the obvious
2
°
Set special strategies to fight external factors
Analyse the obvious
•
Consiste en realizar un buen
análisis
de:
–
Todo lo que se va hacer y como se va hacer
–
Los recursos que se van a necesitar
–
Los tiempos de ejecución
–
Las
estrategias
para cumplir los objetivos del proyecto
Outcomes
: Master Schedule
Simple to read, understand,
update and review
It
´
s more important to
plan than having a plan
–
FIRST OF ALL:
CONFRONT VARIABILITY
IN HEAVY CIVIL | INDUSTRIAL CONSTRUCTION
•
Gas Distribution at Lima
Ruta inicial a través de la ciudad
Lima City
Ruta Final
•
To anticipate, To “make ready”
Línea de Distribución de Gas Natural
CIVIL WORKS - PAGORENI "B" - MALVINAS CONSTRUCCION DE PAD LOOKAHEAD Nº 06
DESCRIPCION DE ACTIVIDAD FECHA DE AGOSTO
INICIO SEMANA 0 SEMANA 1 SEMANA 2 SEMANA 3
1 AREA 1
1 Excavación de Top Soil 08-Jul 1 Excavación de Unsuitable 14-Jul 1 Relleno con Material Granular 07-Ago 1 Colocación de Soil Liner 14-Ago 2 Colocación de Geomembrana 21-Ago
Current Week Horizon
Last Week Horizon
New Activity Starts
TODAY
High probabilities that this activity will start on time
=SHIELDING 2 weeks to
remove these constraints
Is everything ready to start this task?
PPC Lookahead Constraint Analysis Weekly Work Plan Support Lookahead Support Weekly Plan Support PPC PRODUCTION SUPPORT TEAMS
WEEKLY PRODUCTION MEETING WEEKLY PROJECT MEETING
IN-PROCESS PLANNING ROUTINE
We designed a customized approach of working with LPS
TM2nd Step:
2nd Step:
Efficient Flow
Efficient Flow
PROCESO 1
PROCESO 1 PROCESO 2PROCESO 2 PROCESO 3PROCESO 3 PROCESO 4PROCESO 4 PROCESO 5PROCESO 5
FLOW
FLOW
1st Step
1st Step
: Continuous Flow
: Continuous Flow
In operations with higher probability
of continuous flow, balanced workload
should be the focus
•
Continuous Improvement Cycle:
•
Identify Bottleneck
•
Increase capacity of the bottleneck
•
Reduce capacity of the other stations
And start
all over
again
3rd Step:
3rd Step:
Process Efficiency
Process Efficiency
PROCESO 1
PROCESO 1 PROCESO 2PROCESO 2
FLOW
FLOW
PROCESO 3
PROCESO 3 PROCESO 4PROCESO 4 PROCESO 5PROCESO 5
2nd Step:
2nd Step:
Efficient Flow
Efficient Flow
1st Step
1st Step
: Continuous Flow
: Continuous Flow
PROCESO 1
PROCESO 1 PROCESO 2PROCESO 2 PROCESO 3PROCESO 3 PROCESO 4PROCESO 4 PROCESO 5PROCESO 5
In operations with continuous flow and
balanced worload, focus should be in
process efficiency
TÉCNICAS DE MUESTREO
-CARTA BALANCE
To accomplish Operational Excelence
we must assure:
1.Continuous Flow
2.Efficient Flow
3.Process Efficiency
In that order
•
Productivity Improvement
Social Housing Formwork: 0.42 MH/M2
•
Productivity Improvement
Before Now
3.90 MH/ML 1.57 MH/ML
•
Projects under
better control – Less Stress
•
99% on time
Project delivery for 15 years.
•
Effective training systems allow young
Engineers asumming more responsibilities
•
Steps
– Received initial support from
Consultants
– Began to create our own
Knowledge
•
Evolution
– Buildings Heavy Civil Industrial Construction Projects
•
We designed ourProject Management System
based on Production Management and LPSTM
4.5 years ago, we created a small Area to implement, step by step, Project by Project, the new way of doing things
HOW WE ARE DOING IT
•
Lean helped us to get to our current understanding:
–
Focus on People (inside and outside of the organization)
–
Create and share Knowledge, constant learning
–
Efficiency will come as a
consequence
, not as an objective
TIME UNTIL NOW
FUTURE
Integration of Clients and SC
Conclusions
•
What should we focus on?
–
Production as our main management priority
• Offer better promises and deliver them
• Efficiency should be the competitive advantage
