El curso “Camino a la excelencia en gestión de proyectos” describe los tres principales componentes de Lean Project Management (Gestión de Proyectos sin Pérdidas), estos son: (1) La filosofía de producción lean, la que proveniente de la industria automotriz japonesa, revisaremos sus principios fundamentales y cómo se ha adaptado a otras industrias. (2) El cambio cultural, la implementación de lean depende de las personas y veremos qué características son necesarias para la excelencia en gestión de proyectos y qué condiciones contractuales ayudan a generar una mejor cultura. (3) La tecnología, veremos métodos y técnicas lean tales cómo mapeo de la cadena de valor, sistema de planificación el último planificador, entre otros. Finalmente, este curso entrega los conceptos básicos y permite la ejercitación de estos conceptos para caminar hacia la excelencia en gestión de proyectos.
Futuro de Lean en Gestión de Proyectos
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来自 Pontificia Universidad Católica de Chile 的课程
Camino a la Excelencia en Gestión de Proyectos
872 个评分
从本节课中
Conectando los tres vértices del triángulo Lean
En este capitulo se desarrollan entrevistas a grandes actores de Lean los cuales responden preguntas desde sus puntos de vista.
与讲师见面
Paz ArroyoProfesora Asistente Adjunta
Escuela de Ingeniería
Luis Fernando AlarcónPhD
Ingeniería y Gestión de la Construcción
We have a long way to go.
There are many tools and methods in Lean that we have not fully explored,
that we haven't fully tried.
And I'm sure that there are more tools and
techniques that we will discover to suit our needs as time goes on.
I think in the long run, I think people will have to.
I think the industry will have to become Lean,
whether companies want to become Lean or not.
The leaders are becoming much more productive and
much more successful than other companies are.
And I think it will change the game, the competitive market game.
And the laggards, I'm afraid they're going to lose out in the long term.
>> My theory's that Lean will be
the mainstream method in the future.
However, there's no stable end-state,
Lean keeps continuously evolving.
>> Well, I think Lean is foundational.
There's lots of discussion about technology, the use of technology.
BIM, building information model, is a good example of that, and
integration in the project teams, and Lean.
And sometimes they appear to be, especially young people,
as they're not necessarily able to see the connections.
The inter-connection, the very tight web.
That really exist, that can't be separated.
They're all, at a tools level they're all a toolbox, a set.
But, BIM for example, can't really be leveraged unless you have the value focus.
So Lean is really foundational for us, it's down below,
and then we'll use a sets of practices and tools to bring about value.
But we have to be Lean thinkers.
Otherwise we're not focused on the right thing.
And our actions are not productive.
They don't lead to the outcome that we need.
So I think the future is actually,
that we will get to a place where we realize,
we think more about the product that we are delivering.
Because the value will lead us to that.
And just like this watch here, this Apple Watch is a product.
We will start to think about what we do
as delivering very high quality and oftentimes unique products.
But more and more, we'll see opportunities to
deliver families of products, for example, and
even products that are produced
in multiples far beyond what we do today, at a much higher levels of quality.
So they serve, they actually can serve more
people than our industry is able to do right now.
So once we begin to think about what we do in that way, we'll
realize that we have to stay focused on value.
We can use modeling and simulation, for instance,
to really understand the performance and the appearance of our product.
To make sure that it's the right product.
For a customer, we can engage with them that way.
One limitation for us has always been, as an industry,
that we essentially are forced to build prototypes,
because we couldn't build more than once.
Now as the technology develops, we can move towards building multiple times,
and simulating multiple times, with building information modeling and
advanced simulation techniques.
And to the point where we're already doing this.
And you've been involved in this yourself.
Where we can simulate construction operations, for instance.
So I believe that that's the value-driven product approach,
will allow us to leverage the technologies using Lean thinking and
practices, to deliver much higher value.
>> Well, that remains to be seen.
I mean, we have some interesting tools available now.
We have some interesting ideas, concerning flow and value,
but I think the actual applications will take time to mature.
And I think that some of those applications will be done in the context
of changing technology.
So as we see more building information modeling, more BIM, as we see more
automation of data gathering onsite, as we see more communication
through mobile phones, through laptops, through various other modes.
More applications that are available on those tools,
we are seeing that Lean construction with develop with them.
And one of the key threats, I think that there will be,
will be far more work performed offsite and less work performed onsite.
Because our communications and design technologies will allow us
to have a very good understanding of what is to be built on site and
then to build prototypes, but electronic digital prototypes.
And when you have digital prototypes, you can then, with confidence,
produce parts offsite that you can then bring to the site, and they'll all
fit together in a much more secure way and risk-free way, than is the case today
with perhaps pre-cost construction or even steel or other areas, where they're still
very heavily dependent on accurate shop drawings, which tend to be error-prone.
So Lean construction will grow with the technology and with the context.
How, exactly remains to be seen.
We already know that, for example,
in projects where they will do ducts in the ceilings, piping and so on.
They'll pre-fabricate them in a warehouse offsite, that will be multidisciplinary.
We may see that those multidisciplinary units become more and
more extensive, including more and more parts of the building,
because those trades learn how to use the technology and the Lean benefits,
within a factory setting in ways that can't be done onsite.
But, anybody's guess, it can go in any which way that things develop and emerge.
>> I think clients, we have to reestablish the basis for trust.
We had an interesting experience in Australia.
In Australia we had a lot of Alliance projects.
Which were projects,
well over 150 public sector infrastructure projects delivered through Alliance.
And very many of them were excellent.
A few of them didn't go well.
And I think in part, some of the ones that didn't go well was because the client was
incompetent, and the construction supply chain took advantage of that.
Now what happened in Australia, was that the auditor general
in one of the states really decided that this was unsatisfactory,
it wasn't transparent enough, he couldn't see value for money clearly enough.
And so he decided to push back against Alliances.
And he did that in a number of ways, but
firstly, he got a report written which was actually very biased.
They only looked at failed Alliances, and
they tried to purport those failed Alliances to be typical of all Alliances.
And when I really analyzed what happened in that whole process, what had happened
was that the client had thought that, we don't have the people to do this work.
Let's just get an Alliance and they'll just take care of it.
So they just passed the ball right over.
They didn't have the competence to oversee their own interests.
And what's important for
every client is that they have to have the skill either in-house or hired in, but
they have to have the skill to make sure that their interests are well-protected.
These are complicated projects and
for me, human nature is such a complicating factor here,
because just as there are individuals who we can't trust,
there are also companies who sometimes or teams who we can't trust.
And yet, the tension is that if we give trust, we get the best out of people.
But the client has had the responsibility of maintaining control, and
that's a management tension.
The empowerment to get the best out of people in teams.
But the control to make sure that our interests are being protected.
And so, both parties have responsibility here.
And in the Australian case, the clients didn't act responsibly and
some teams took advantage of that.
And that gave it a bad name.
So, we need trust, but we also need control, and
clients have to understand that tension between those two.
What I see has happened, which is really interesting.
In construction, we started, well there's this great
American term which I didn't used to know, but the low-hanging fruit.
And it just seemed, it was realized that the flow of work on projects and
in design, and even still, is often too unreliable.
And so that was the focus of work.
And so for possibly the first ten years of the Lean construction movement,
there was a huge focus on Last Planner.
I actually, being a cheeky sort of guy,
I thought at one stage the whole movement suffers from Last Planner-itis.
But really we were teasing out this problem,
because this is a complicated problem, and it's very much about collaboration.
It's very much about building trust.
It has a real strong association.
We started there, but has happened is the movement has matured.
What we're seeing is that all of the other aspects of Lean,
which are in manufacturing and in service industries, are coming into construction.
So we see that companies who are mature in their practice of Lean now,
they're getting ideas from all of their employees.
They're empowering their teams,
they're doing value stream mapping to improve their specific processes.
They're getting structural designers to work with steel,
the fabricators and the installers, to get the beginning and
the end together, to get better solutions that are more buildable.
We're seeing this idea of
small wins where everyone is encouraged to come up with ideas.
We're seeing ideas from the shop floor in subcontractors where, and this has really
amazed me in a sense of the last year or two, where I've seen a number of
ideas coming from people on the shop floor on the site, just to improve processes.
So it's actually having the faith in the people to say,
give us your ideas and we'll implement them.
And that's that real empowerment of people from any of the and across organizations.
That's changing construction.
And I think the future is to really get that social Interaction,
and the changes, it's almost endless, and it excites people.
So the people coming up with the ideas say, wow,
what a way to work in this industry.
It's so much better, than in a contractually-based industry,
where everyone is fighting for his and guarding their corner.
Suddenly people are finding their ideas are valued and
they're changing the way we're constructing.
And they're empowered, and they're excited.
And I think that's what excites everyone that is involved in the Lean movement.
In terms of where Lean needs to go I think, there's a real challenge.
Originally, I think the Lean Construction Institute focused on
areas of major dysfunction within the construction process.
And so the Last Planner was an early focus, because planning is so
unreliable and processes of the sector are complex.
What I think we have to come back to, is to refocus on quality because ultimately
customer satisfaction is driven by quality of outcome and quality of service.
And from the earlier focus on our internal processes, I think
we need to move to a view which is driven by the quality needs of the customer.
>> [FOREIGN]
