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Please comply with the Lean Construction Institute’s Usage Policies and Attribution Guidelines at http://www.leanconstruction.org/usage.pdf
when using this file. Thank you.
Good 5-Why TM
Application in a Design Environment
Good 5-Why is a trademark of Lean Project Consulting (Hal Macomber, hmacomber@leanproject.com)
LCI Design Forum June 2009
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What is a Good 5What is a Good 5--WhyWhy TM??
Root cause analysis – but different Stop when and where a variance or
problem occurs – whenever one occurs Those present explore multiple causes and
countermeasures – going wide and deep Focus on the issue – not the people Take action to improve – right away Training developed and delivered by Lean
Project Consulting Based upon Training Within Industry
instruction methodologies
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How did we get started?How did we get started?
Asked team members to call attention to surprises and problems Looked for small issues (e.g. plan
variances) Little complaints are a rich source. “This
is the third time I’ve redrawn this detail.” “Hey, let’s see what we can learn here.” Looked at drawings, calcs, sketches,
design guides for clues as we talked Focused on how and why, not who and
you. Opened the discussion this way.
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What are we seeing?What are we seeing?
Six Good 5-Whys (G5Y TM) in 3 weeks led by a CH2M HILL facilitatorGenerated 12 to 25 improvement actions
for each G5Y About 2/3 of possible actions taken as
commitmentsMost actions within team’s immediate
control Predicted improvements 2X to 5X time
invested (not counting systemic fixes!) System-level causes and improvement
actions from every G5Y
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WhatWhat’’s it been like?s it been like?
Generally very positive experience for participants Individual’s personal concerns are there in the
open. No blame is essential. “Ah-ha” moments are common. “You know
what? We struggle with this on every job.” Free-flowing conversation within a framework Compelling. Makes group ready to act.What happens after the G5Y is just as
important. Build support for improvements. Began seeing variances everywhere!
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Overall assessmentOverall assessment
Real power lies in engaging leadership to listen and lead these conversations Potential to be an engine of improvement
and lean transformation Helps tell the story and spread learning
to othersMaking it a personal habit will take work Developing discipline of check will be
critical
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Good 5Good 5--Why facilitatorWhy facilitator’’s cards card
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Good 5Good 5--Why templateWhy template
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Example Good 5Example Good 5--Why Why –– piping design reworkpiping design rework
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QuestionsQuestions
Jeff Loeb, jeff.loeb@ch2m.comCH2M HILL Industrial and Advanced Technology
Why? Why? Why? Why? Why?
Condensate management
1. create condensate mgmt
checklist - a set of questions/concerns
for creating project-specific approach
_______ by 5/1.
2. Provide draft checklist to project XYZ
team to try out. _______ by 5/15
3. See how it worked. Revise checklist
and share it broadly. ______ by June 30.
4. Determine plan to share dept-wide
_____ and _____ by June 30.
Containment design
1. Check out the Chemical Dept standard
Determine if revisions are
needed. _____ by 5/8
2. Check MDS. Advise client if revision
may be needed. _____ by 5/8
3. _____ and _____ - update dept
standard, if needed. Try it out on a project.
Then share department-wide.
Use arrows to depict logic
Date: 4/28/2009 Facilitator: ____________________
Participants:
Condensate piping rework
Condensate drain termination in BPS containment is unacceptable to client. Client's requirements were determined at the DD review in the form of a review comment.
Countermeasures
AHJ acknowledgement not secured in advance
Site standard practice was not shared prior to work being
completed
* show 'something' on SD set and await comment (not proactive)* det'n & follow pjt precedent* develop pjt approach programatically
Confirm with AHJ
1. Reroute condensate drain to storm2. Confirm with AHJ
Storm drain termination acceptance by AHJ not yet
established
Problem StatementNo consistent and supported practice for networking and
sharing experience and knowledge within communities
of practitioners
* create condensate mgmt checklist
Install Practical Countermeasures
* inquire as to local std or practice* det'n & follow pjt precedent
Go Easy on the People
Our standard does not address these concerns
Don't have a recognized containment design guide
Don't have our own recognized condensated mgmt design
guide
Requirements vary by jurisdiction, client, and climate
Not understood that:* client relies on dry trench as
visual indicator of containment integrity, and
* good practice to exclude all non-process services from containment
Go Tough on the Issue
Don't have a consistent practice for developing and maintaining
design standards and checklists
Follow-up Actions
Project and site standard was either not known or shared so
process team made independent decision
* check containment standard* bring system expert into decision
EL
IMIN
AT
E R
OO
T C
AU
SES W
HE
NE
VE
R P
OSSIB
LE
* est. and support CoPs for sharing knowledge
* assess our practice for developing and maintaining
design guides
* create a standard addressing every situation (ughh)
Condensate mgmt approach not est'd early in phase
Site standard practice not documented. Client design
standard does not provide clear guidance.
Advise client
Develop project specific approach early; incl AHJ involvement
Conduct a Good 5 Why™
* inquire as to local std or practice* det'n & follow pjt precedent
* Check and revise standard - especially as it relates to
safety.
* create contnmt design guide or checklist
Check client standard and advise client
Client containment design standard may not address
these concerns especially as they relate to safety.
© 2009 Lean Project Consulting, Inc. www.leanproject.comGood 5-Why is a trademark of Lean Project Consulting
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