From the Lean Construction Institute:
Lean is a better way to design and build – a comprehensive system of processes and culture built on a commitment to collaboration and knowledge-sharing. Lean delivers better employee retention and quality of life, safer worksites, reduced project waste and greater project value.
Construction Production 2.0 (CP 2.0) is Story's approach to lean construction.
Construction Production 2.0
Story believes in growing opportunities for our people and partners who share our ideals through safe, high-quality performance. That's our why.
The construction industry as a whole is facing challenges that are tough to overcome. One of them is the increasing age and experience gap between newcomers to the industry and baby boomers, who are now retiring at a rapid rate. Decades of experience is expiring without being properly passed along, due in part to the economic downturn of 2008 that forced a lot of the younger (at the time) craftsmen and craftswomen to leave the industry altogether. This is an issue that advancing technology and new project management software cannot fix alone. CP 2.0 facilitates knowledge sharing at the job site to bridge this gap at the benefit of owners, project partners and the industry as a whole, with the aim of making projects safer, more efficient and more joyful.
Our production vision is that every crew on every Story project continuously executes its assigned work flawlessly to meet its daily production target without incident or defect.
Construction Production 2.0 (CP 2.0) is the lean construction method Story Construction has initiated on all projects since 2013. CP 2.0 is based on a proprietary Construction Project Production Management System (CP2MS ®) developed by Construction Concepts. CP 2.0 includes elements of Lean Construction and Toyota Kata to focus its methodology of planning and execution at the job site with the trade contractors. CP 2.0 is valuable on all projects because it involves discussion among the entire team at the job site and incorporates quality, safety, coordination, schedule adherence and productivity into the discussion. The cadence of meetings and their corresponding planning tools harnesses the energy of the entire project team to make sure they are continually on the same page, and the right page. Utilizing a low-tech, very visual system of color-coded notes on a gridded whiteboard helps all crews see - and give input to - the project as it is happening.
PHASED PULL PLAN SESSION
This activity concentrates on the overall construction schedule – the Phased Pull Production Schedule (PPPS). The goal of this activity is to synchronize and manage the completion of prerequisite activities with the planned flow of production tasks for the duration of the project. The PPPS is the first significant opportunity to start the team-building process with all the major team members – contractor, architect, engineer and subcontractors. The goals of this session are to determine:
- Planned completion dates with consistent and predictable task duration
- How work is released from crew to crew, from start to completion of project
- The “as late as possible” completion dates and sequencing of prerequisite activities
The team-building this step promotes is key in transitioning project teams from directed work groups to guided teams.
'Should' Filter and two-week look ahead schedule
The SHOULD filter establishes requirements of short-term work that should be in the proper sequence with the overall flow of the other project work. In addition, MAKE CERTAIN tasks are identified; these are tasks that need to be accomplished before the task is permitted to pass the CAN filter. From here, daily crew production goals are identified for each day in the Two-Week Look Ahead Projection Schedule.
The CAN filter identifies the work that can be predictably and reliably performed as planned without interruption or delay. Activities must meet the requirements of CAN filter before they can flow to the Weekly Production Plan.
Weekly Production Plan - The 'will'
The Weekly Production Team Meeting, which lasts no more than 60 minutes, confirms:
- The next four weeks on the PPPS
- The MAKE CERTAIN tasks
- The two-week look ahead schedule
- The one-week look ahead production schedule
- The next week's daily crew assignments pass the CAN filter
This plan lays out the current week of production tasks, and the work areas, for all crews on the job site.
Daily End-of-shift meetings
This daily meeting is critical to the continual cycle of communication. Honest, open input each day allows crews to complete their work, or make adjustments as necessary to keep the project moving.
For more information on CP 2.0, watch the video below.