I have just read your article regarding the problems of applying lean manufacturing principles to the construction industry (CM, April).

As a site manager, I champion the principles of lean manufacturing in my role organising projects from conception through to completion. At the start of a project, I produce the fastest target programme I can muster. There is no float and no allowance for "delivery drivers being late" or "materials not being manufactured" as you suggest. The programme is the best-case scenario - not the worst case or even the average case.

The programme is then linked into my schedules for labour, plant, materials etc, which are updated in respect of the progress that has been made on the various activity bars. The schedules highlight the urgency of activities to be completed as either late, pending or future so I can prioritise my time.

It's frustrating when colleagues dismiss my methods of working by citing lame examples of what can go wrong. Things go wrong, but they go wrong less when you have a proper plan in place.

I was disappointed to see another "consultant" making poor excuses why lean construction won't work. Unless the industry strives for excellence rather than adopting a perpetually defeatist attitude, mediocrity will remain the industry norm.

Rob Tozer

Source

Construction Manager