What makes LPS take hold with some teams and not others? How can a team recognize the benefits of LPS? How do teams adapt LPS to meet their needs? How does a team avoid LPS becoming extra work?
The answer is, begin with the end in mind and understand the cause and effect relationships that drive project processes. LPS is a system of integrated conversations that was designed based on process laws, pull as a process management method and continuous improvement. The three process laws, which for simplicity we will call the law of batching, the law of bottlenecks and the law of variation, explain the cause and effect relationships between how we manage a project and the results we get. Understanding these laws explains why the goal of LPS is reliable workflow, how pull methods of management support that goal, and how that goal connects to project success.
This knowledge unlocks the potential of LPS, aligns the project team, and allows the team to adapt LPS to meet the needs of the project. Team members see how LPS is a replacement for, not a supplement to their work so it never becomes busywork. Team members quickly recognize when tools and activities they are using are not supporting the LPS goal and make adjustments.
In this webinar, we will briefly explain the production laws, pull methods, and continuous improvement and as we go, link them to each level of LPS.
All the teams I have seen be highly successful with LPS developed a good understanding of the basis and goals for the LPS System
Colin Milberg - ASKM & Associates
Colin is the principal and founder of ASKM & Associates, a Lean Construction consulting firm whose mission is to improve the AEC industry and the lives of those in it. Colin has over 20 years of construction management experience in both the office and the field combined with seven years of university teaching experience in construction engineering and management. Colin has worked with public and private organizations on projects ranging from $2 million to $1 billion, assisting project teams and organizations to implement Lean Construction and Enterprise practices. Colin has a Ph.D. from U.C. Berkeley where he studied Lean Construction and tolerance management with the founders of the Lean Construction Institute (LCI). In addition, Colin co-founded LCI San Diego and LCI Southern New England, was on the core group for LCI New England and was a member of the International Group for Lean Construction advisory board.
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