1 |
There was no site plan indicating the size and location of work areas, determining the sequence of execution and specifications for the roads for access and circulation of people and construction supplies. |
Although the company’s procedures include such a plan, it was not prepared for this particular construction site because it was overlooked at the beginning of the project. |
Preparation and adjustment |
Mechanisms should be created to ensure that the work does not start without putting in place certain input elements such as, in this case, the construction site plan. |
2 |
The construction plan foresees high production lead times, including long intervals of idle time. |
1. The planning activities lack defined parameters, such as teams involved, cycle times, processing times, etc. 2. Techniques such as LOB are not used to synchronize activities and reduce the work in progress. |
Idle time or wait time, specifically related to processing, processing. |
Establish parameters for each activity (workers, cycle time, lead time, work elements) and use the LOB as the basis for detailed planning of the Gantt method, and link it with the bank’s financing plan. |
3 |
There is no clear definition of the pace of production activities. Lack of synchronization among processes. |
Planning is based on the concept of pushing production rather than on pulling production. |
4 |
The execution strategy encourages the simultaneous opening of several work fronts. Forced production. |
The bank financing scheme foresees the release of installments of the loan based on the advance of the construction work, sometimes leading to the opening of new work fronts in order to accelerate the pace. |
5 |
The planned work is not monitored as closely as it should be. |
The root of this problem lies in the culture of construction in this country, where planning is seen as a necessary tool. However, the reality is that planning is often not followed due to uncertainties regarding factors such as labor and climate. This leads to fragmented and poorly controlled production. |
Processing. |
Transform planning into a reliable technique to serve as a model for controlling the execution of the construction project. |
6 |
Changes in the pace of production (increase or decrease in the team sizes) without specific goals. |
The workers, possibly due to the hiring scheme, display instability (inconstancy). This leads to uncertainties that are reflected in protectionist decisions that seek to take advantage of boom times in the demand for labor to produce more and to balance periods of decline. |
Specifically related to processing. |
Improve or change the labor hiring method. |
7 |
The difference between cycle times and takt time reveals excessive labor available for the execution of some tasks. |
The uncertainties that cause variations in the work market lead to the practice of incrementing the hiring of workers, whenever possible, to offset declining demand for labor. |
Processing |
8 |
The material supply scheme still calls for moving materials by hand. |
The Skytrack equipment has become the bottleneck in production, because it reduces the cycle time by placing the materials in front of the houses, and thus requiring additional moving of materials by hand, which is much slower. |
Transportation |
The operational planning should consider the cycle time of the Skytrack equipment and link it with other activities. |
9 |
Inspections cause increased lead times, since they are carried out within the main flow of the chain. |
The frequent discoveries of execution errors and low quality have required increased control, resulting in stricter inspections that are more time-consuming. |
Inspection |
Elimination or reduction of inspection time. This activity could also be carried out concomitantly so that it does not affect the production lead time. |