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.
Barreras de implementación de Lean en Gestión de Proyectos
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Del curso dictado por Pontificia Universidad Católica de Chile
Camino a la Excelencia en Gestión de Proyectos
1169 calificaciones
Pontificia Universidad Católica de Chile
1169 calificaciones
De la lección
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.
Conoce a los instructores
Paz ArroyoProfesora Asistente Adjunta
Escuela de Ingeniería
Luis Fernando AlarcónPhD
Ingeniería y Gestión de la Construcción
There are many barriers, and
obviously the first thing is that you have to understand that there's an alternative
to the way we are currently practicing project management.
You have to be willing to question and be willing to see that there may be
other opportunities to pursue, that may be better.
That requires a level of self reflection that not everybody's willing to engage in,
or that people are not encouraged to do often times.
We are told to do what our boss tells us to do,
and not question what our boss tells us.
And in lean, it's just the opposite.
because that's what we try to encourage people to be identifying problems and
to be problem solvers, and celebrate mistakes, and celebrate breakdowns,
and learn and establish a system of continuous improvement.
But, not everybody in current practice likes to be critiqued and
likes to see changes happen.
So that's a huge benefit.
>> So lean is based on another mindset in cooperation to traditional management.
We still struggle to
explain all what is there
in Lean However,
these barriers can be overcome and
there is a definite penetration of lean in project
management in construction management.
And along with accumulated experienced that the diffusion rate will be increased.
>> The first answer could be, It's changing the way people
think and do their culture, do their work, or the culture problem.
Sometimes it seems like it's the motivation problem.
So why should I change?
I've been doing this my entire career.
I'm an expert at what I do.
But I think if we step back from that, the bigger
issue is that we, all of us,
have come into our profession and
practice it in where I would call the cost world.
So buildings are unfortunately seen as cost,
it's rather expensive things that need to be built, to preserve some purpose,
and so there are design people over here.
Architects and engineers, who have that function,
and then there's the builders, the general contractors,
the specialty contractors,
the CMs who must control the cost and the time.
And so that's takes us away from the real focus on value.
We don't actually learn how to focus on value, we learn how to focus on cost.
And schedule.
Which are important.
I'm not saying they're not, they're critical for us.
But unless we understand the value
that we're creating and work with our customers in whatever delivery
method that they are willing to work in, and
we focus on what is the value, what are you going to do with this building?
What are your dreams for this building?
And all those questions unless, we are willing to step up and
do that, then we stay focused on cost and schedule and
we tend to use the non lean tools,
tools that are just not based on creating
a flow of value, I think that that's actually the biggest barrier.
We have to shift our thinking.
[FOREIGN].
>> My view is that lean is fundamentally cultured.
In fact there is some, there is really interesting tension here.
That I think that lean is It's a social democratic movement
in an industry that is driven by capital.
>> Mm-hm.
>> And so there's a clash of two cultures here.
And I think that the clients represent capital,
the big contractors represent capital.
And what we're trying to do with the lean movement is to make a social democratic
change here which is much more inclusive, which is more trusting.
I think the other thing is that the clients, both private and
public, have over the years, they have become more and more risk averse.
And we're trying to turn the trend here.
So we're saying to clients, we need you to sit in the room with us
to talk about risk and opportunity on a weekly basis.
Don't just ask us for a fixed price and push everything onto us, because all
we'll do is just keep adding in for risk and everybody adds in for risk.
One of the reasons why construction is has a lot of potential for more innovation and
efficiency is to deal with the risks in these large complex projects
in a much more realistic way, where the client is sitting in the room and
getting to understand what the real risks are and how to best manage those risks.
Now what's happened some how we've had a trend over the last maybe
30 to 40 years were basically all that risk has been pushed down.
Almost to a level were can't be managed.
And it's just been completely unrealistic.
So now we're realizing that to manage that risk properly,
rather than just pushing down risk and saying I want a fixed price,
what we need is to engage everybody to talk about the risk, to understand what
the possible solutions are and come to up with solutions that best manage that.
For that we need the client in the room and that requires trust, and
that's the challenge.
>> The first thing we recognize is that the construction industry is a very
conservative industry.
In that the spread of ideas is not very quick.
It's unlike perhaps the medical area where people are reading research papers,
where people are keeping up to date all the time the latest developments.
In construction, the vast majority of engineers, perhaps,
but certainly foremen and other supervisors, the package
of knowledge that they go to work with and they essentially work with for
the rest of their lives, it's the formative years when they may have been in
a bachelor's degree in construction, or civil engineering or construction.
But then, more importantly, the first 3 or 4 years of their
life on the construction site, very much form their attitudes and their approach.
And all of those, over time, have been attitudes that include conflict
that are very risk averse, both commercially,
and structurally, and attitudes that require discipline.
And lean construction requires a great deal more collaboration, and
it does require a lot more thinking about flow and
about concepts that are a little more abstract and less concrete.
And so the anticipation of lean construction throughout the industry is
dependent, not only on learning and so on, in special courses which are very
difficult, but it's to a large extent, dependent on educational institutions,
universities, teaching courses, perhaps just like this one, and
then those people going out into the street, they're reinforced by being
exposed to the lean practices in their company, which slow to spread.
And then perhaps later in life, when they reach positions of higher authority,
be able yo suggest, dictate to an extent, that those
should be the standard practices and not the old traditional conflicting practices.
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