Implementing Target Value Design - Revision history

S192687: /* Irritative Design Process */

2020-03-08T16:30:42Z

Irritative Design Process

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	==Irritative Design Process==		==Irritative Design Process==
	The design process is an irritative process, which is meant to best optimise and deliver the final value for the client. Below is shown a flow chart of a TVD design process chart. [[File:IrritativeDesignProcess.png\|400px\|thumb\|~~center~~\|Figure 1: Irritative Design Process.]]		The design process is an irritative process, which is meant to best optimise and deliver the final value for the client. Below is shown a flow chart of a TVD design process chart. [[File:IrritativeDesignProcess.png\|400px\|thumb\|right\|Figure 1: Irritative Design Process.]]

	The initial five steps of the flow chart all concern establishing or verifying the clients project visualization and funds. It is apparent that the main constraint on a TVD project is the cost. The design is never moved forward with if the cost exceeds the Allowable Cost, and therefore, the design and construction of the project spend a lot of effort developing innovative solutions to make the project cheaper. If at the end of the process the cost have been driven down far enough so that there may be excess money available, the process changes to see if any value can be added for the remaining money. The final result will be an optimised design which costs as close to the target value as possible, but never more than the target value.		The initial five steps of the flow chart all concern establishing or verifying the clients project visualization and funds. It is apparent that the main constraint on a TVD project is the cost. The design is never moved forward with if the cost exceeds the Allowable Cost, and therefore, the design and construction of the project spend a lot of effort developing innovative solutions to make the project cheaper. If at the end of the process the cost have been driven down far enough so that there may be excess money available, the process changes to see if any value can be added for the remaining money. The final result will be an optimised design which costs as close to the target value as possible, but never more than the target value.

S192687: /* Last Planner System */

2020-03-08T16:25:17Z

Last Planner System

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	===Last Planner System===		===Last Planner System===

	Last Planner System (LPS) as a tool was originally made as a solution for the inefficiency of the building industry and has over time evolved into a tool to control the workflow better. (~~REF: https~~:~~//www.matec-conferences~~.~~org/articles~~/matecconf/~~pdf/2017/31~~/~~matecconf_rsp2017_00032.pdf)~~. The system is regarding to the Lean Construction Institute, used for project production planning and control, and are aimed at creating a workflow that archives reliable execution (~~REF:~~ https://www.leanconstruction.org/). LPS is a collaborative planning process in which are used when the teams are getting close to actually doing the work. It is done in a opposite way when compared to conventional principles. LPS are using “pull planning” principles, where the work that CAN and WILL be done is considered and promised by Last Planners themselves. Principles of LPS regarding to LeanConstruction.org is:		Last Planner System (LPS) as a tool was originally made as a solution for the inefficiency of the building industry and has over time evolved into a tool to control the workflow better. <ref name="LPS1"> Ćwik, K., & Rosłon, J. (2017). Last planner system in construction. MATEC Web Of Conferences, 117, 00032. doi: 10.1051/matecconf/201711700032</ref>. The system is regarding to the Lean Construction Institute, used for project production planning and control, and are aimed at creating a workflow that archives reliable execution <ref name="LPS2"> Lean Construction Institute (LCI) \| Lean Project Design & Delivery. (2020). Retrieved 8 March 2020, from https://www.leanconstruction.org/</ref>. LPS is a collaborative planning process in which are used when the teams are getting close to actually doing the work. It is done in a opposite way when compared to conventional principles. LPS are using “pull planning” principles, where the work that CAN and WILL be done is considered and promised by Last Planners themselves <ref name="LPS3"> (2020). Retrieved 8 March 2020, from https://www.leanconstruction.org/media/docs/chapterpdf/israel/Last_Planner_System_Business_Process_Standard_and_Guidelines.pdf </ref>. Principles of LPS regarding to LeanConstruction.org is:
	* Plan in greater detail as you get closer to doing the work		* Plan in greater detail as you get closer to doing the work
	* Produce plans collaboratively with those who will do the work		* Produce plans collaboratively with those who will do the work

S192300: /* SWOT */

2020-03-08T16:15:55Z

SWOT

← Older revision		Revision as of 16:15, 8 March 2020
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	* The external factors; opportunities and threats, indicate that there are external forces that occur and they have impact on the company without it being able to do anything about it, they cannot be changed over time like the internal forces. Opportunities and threats can be for example competitors, suppliers, market, weather conditions etc <ref name="SWOT">Parsons, N. (2019, September 12). What Is a SWOT Analysis, and How to Do It Right (With Examples). Retrieved from https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-right-with-examples/</ref>.		* The external factors; opportunities and threats, indicate that there are external forces that occur and they have impact on the company without it being able to do anything about it, they cannot be changed over time like the internal forces. Opportunities and threats can be for example competitors, suppliers, market, weather conditions etc <ref name="SWOT">Parsons, N. (2019, September 12). What Is a SWOT Analysis, and How to Do It Right (With Examples). Retrieved from https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-right-with-examples/</ref>.

	This tool can assist analysing a company’s current or future state which gives a clearer vision of what needs to be focused on to improve or be prepared for <ref name="~~SWOT1~~">~~Parsons, N. (2019, September 12)~~. ~~What Is a~~ SWOT Analysis, and ~~How to Do It Right~~ (~~With Examples~~). Retrieved from https://~~www~~.~~liveplan~~.~~com~~/~~blog~~/~~what~~-is-a-~~swot~~-~~analysis~~-and-~~how~~-~~to-do-it-right-with-examples~~/</ref>.		This tool can assist analysing a company’s current or future state which gives a clearer vision of what needs to be focused on to improve or be prepared for <ref name="SWOT">Section 14. SWOT Analysis: Strengths, Weaknesses, Opportunities, and Threats. (n.d.). Retrieved from https://ctb.ku.edu/en/table-of-contents/assessment/assessing-community-needs-and-resources/swot-analysis/main</ref>.

	===Fishbone diagram===		===Fishbone diagram===

S192687: /* LPS */

2020-03-08T16:13:35Z

LPS

← Older revision		Revision as of 16:13, 8 March 2020
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	This tool process is eminently collaborative between stakeholders, designers and other disciplines. After finding the most suitable alternative, they can go on to the next phase of the CBA Tabular Method of reconsidering the decision. By using this tool, the stakeholders can ask questions like: Are there any additional alternatives to be considered for this project? Does the importance of advantages accurately represent the viewpoint of the stakeholders? <ref name="CBA3"> Arroyo, P., Tommelein, I., & Ballard, G. (2013). Using "Choosing by Advantages" to select ceiling tile from a global sustainable perspective. Proceedings IGLC-21, 311.</ref>		This tool process is eminently collaborative between stakeholders, designers and other disciplines. After finding the most suitable alternative, they can go on to the next phase of the CBA Tabular Method of reconsidering the decision. By using this tool, the stakeholders can ask questions like: Are there any additional alternatives to be considered for this project? Does the importance of advantages accurately represent the viewpoint of the stakeholders? <ref name="CBA3"> Arroyo, P., Tommelein, I., & Ballard, G. (2013). Using "Choosing by Advantages" to select ceiling tile from a global sustainable perspective. Proceedings IGLC-21, 311.</ref>

	===~~LPS~~===		===Last Planner System===

			Last Planner System (LPS) as a tool was originally made as a solution for the inefficiency of the building industry and has over time evolved into a tool to control the workflow better. (REF: https://www.matec-conferences.org/articles/matecconf/pdf/2017/31/matecconf_rsp2017_00032.pdf). The system is regarding to the Lean Construction Institute, used for project production planning and control, and are aimed at creating a workflow that archives reliable execution (REF: https://www.leanconstruction.org/). LPS is a collaborative planning process in which are used when the teams are getting close to actually doing the work. It is done in a opposite way when compared to conventional principles. LPS are using “pull planning” principles, where the work that CAN and WILL be done is considered and promised by Last Planners themselves. Principles of LPS regarding to LeanConstruction.org is:
			* Plan in greater detail as you get closer to doing the work
			* Produce plans collaboratively with those who will do the work
			* Reveal and remove constraints on planned tasks as a team
			* Make and secure reliable promises

	== References ==		== References ==
	<references/>		<references/>

Sveinbjorgsara: /* The A3 Report */

2020-03-08T16:03:05Z

The A3 Report

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	===The A3 Report===		===The A3 Report===
	[[File:A3-report.PNG\|250px\|thumb\|right\|Figure 4: Problem Solving A3 report.]]		[[File:A3-report.PNG\|250px\|thumb\|right\|Figure 4: Problem Solving A3 report.]]
	An A3 report is an orderly document and is so named because it fits on one side of an A3 size paper. The idea behind A3 was developed by Toyota in the 1960’s and has been used since for problem-solving, proposals, plans, and status reviews. <ref name="A3_1">Shook. (2010). ''Managing to Learn. Cambridge, MA: Lean Enterprise Institute, Inc.''</ref> It is a tool that is used to achieve successful integrated project delivery (IPD). A3’s are meant to support the initiation, development, sharing and documentation of ideas and information in organizational aspect. A3s are well suited to address the necessity of different disciplines working together. A3 reports follow the PDCA (plan-do-check-act) cycle. <ref name="A3_2">Gupta, A. P., Tommelein, I. D. & Blume, K. (n.d.). ''Framework for using A3s to develop shared understanding on projects.'' International Group for Lean Construction.</ref> There are three main types of A3:		An A3 report is an orderly document and is so named because it fits on one side of an A3 size paper. The idea behind A3 was developed by Toyota in the 1960’s and has been used since for problem-solving, proposals, plans, and status reviews. <ref name="A3_1">Shook. (2010). ''Managing to Learn.'' Cambridge, MA: Lean Enterprise Institute, Inc.</ref> It is a tool that is used to achieve successful integrated project delivery (IPD). A3’s are meant to support the initiation, development, sharing and documentation of ideas and information in organizational aspect. A3s are well suited to address the necessity of different disciplines working together. A3 reports follow the PDCA (plan-do-check-act) cycle. <ref name="A3_2">Gupta, A. P., Tommelein, I. D. & Blume, K. (n.d.). ''Framework for using A3s to develop shared understanding on projects.'' International Group for Lean Construction.</ref> There are three main types of A3:

	1) Problem Solving		1) Problem Solving

Sveinbjorgsara: /* Fishbone diagram */

2020-03-08T15:57:24Z

Fishbone diagram

← Older revision		Revision as of 15:57, 8 March 2020
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	===Fishbone diagram===		===Fishbone diagram===
			[[File: fishbone1.png \|300px\|thumb\|right\|Figure 2: Fishbone diagram]]
	Fishbone diagram (Ishikawa) is a problem solving tool which was developed to reveal causes (process) and effects (result). It is good to use this tool to find the real causes of root problems in companies. The diagram is formed like a fish and the “head” of the fish is where the problem that needs to be solved is located <ref name="FISH">Imai, M. (2012). Gemba kaizen: a commonsense approach to a continuous improvement strategy. New York: McGraw Hill.</ref>.		Fishbone diagram (Ishikawa) is a problem solving tool which was developed to reveal causes (process) and effects (result). It is good to use this tool to find the real causes of root problems in companies. The diagram is formed like a fish and the “head” of the fish is where the problem that needs to be solved is located <ref name="FISH">Imai, M. (2012). Gemba kaizen: a commonsense approach to a continuous improvement strategy. New York: McGraw Hill.</ref>.
	The causes of the effects, which are at least four, are arrows that acts like the “backbone” of the fish and are categorised into different types along the branches. For every branch, there is a specific factor which may be a cause of the effect needs to be identified. The diagram focuses on a specific issue and identifies areas that lack data and an identification needs to be organised under related causes. After the root causes to the problem have been identified, an analysation is required on the diagram with for example Pareto Chart to determine on which cause to focus on first and what are the next steps <ref name="FISH1">IRouse, M. (2019, November 7). What is a Fishbone Diagram (Ishikawa Cause and Effect Diagram)? Retrieved from https://whatis.techtarget.com/definition/fishbone-diagram</ref>.		The causes of the effects, which are at least four, are arrows that acts like the “backbone” of the fish and are categorised into different types along the branches. For every branch, there is a specific factor which may be a cause of the effect needs to be identified. The diagram focuses on a specific issue and identifies areas that lack data and an identification needs to be organised under related causes. After the root causes to the problem have been identified, an analysation is required on the diagram with for example Pareto Chart to determine on which cause to focus on first and what are the next steps <ref name="FISH1">IRouse, M. (2019, November 7). What is a Fishbone Diagram (Ishikawa Cause and Effect Diagram)? Retrieved from https://whatis.techtarget.com/definition/fishbone-diagram</ref>.

	~~[[File: fishbone1.png \|300px\|thumb\|center\|Figure 2: Fishbone diagram]]~~

	===Set Based Concurrent Design===		===Set Based Concurrent Design===

Sveinbjorgsara: /* SWOT */

2020-03-08T15:57:00Z

SWOT

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	SWOT analysis is a management tool which gives a fundamental framework for situational analysis and it can be used when developing strategies. SWOT stands for internal strengths and weaknesses of for example companies and external opportunities and threats that companies have to face and cannot control.		SWOT analysis is a management tool which gives a fundamental framework for situational analysis and it can be used when developing strategies. SWOT stands for internal strengths and weaknesses of for example companies and external opportunities and threats that companies have to face and cannot control.

	• The internal factors; strengths and weaknesses, indicate that there are forces that occur from the inside of the company and they can be changed over time with a lot of work. Strengths and weaknesses are for example a company’s reputation, location, recourses, cost and time estimates to name a few.		* The internal factors; strengths and weaknesses, indicate that there are forces that occur from the inside of the company and they can be changed over time with a lot of work. Strengths and weaknesses are for example a company’s reputation, location, recourses, cost and time estimates to name a few.

	• The external factors; opportunities and threats, indicate that there are external forces that occur and they have impact on the company without it being able to do anything about it, they cannot be changed over time like the internal forces. Opportunities and threats can be for example competitors, suppliers, market, weather conditions etc <ref name="SWOT">Parsons, N. (2019, September 12). What Is a SWOT Analysis, and How to Do It Right (With Examples). Retrieved from https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-right-with-examples/</ref>.		* The external factors; opportunities and threats, indicate that there are external forces that occur and they have impact on the company without it being able to do anything about it, they cannot be changed over time like the internal forces. Opportunities and threats can be for example competitors, suppliers, market, weather conditions etc <ref name="SWOT">Parsons, N. (2019, September 12). What Is a SWOT Analysis, and How to Do It Right (With Examples). Retrieved from https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-right-with-examples/</ref>.

	This tool can assist analysing a company’s current or future state which gives a clearer vision of what needs to be focused on to improve or be prepared for <ref name="SWOT1">Parsons, N. (2019, September 12). What Is a SWOT Analysis, and How to Do It Right (With Examples). Retrieved from https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-right-with-examples/</ref>.		This tool can assist analysing a company’s current or future state which gives a clearer vision of what needs to be focused on to improve or be prepared for <ref name="SWOT1">Parsons, N. (2019, September 12). What Is a SWOT Analysis, and How to Do It Right (With Examples). Retrieved from https://www.liveplan.com/blog/what-is-a-swot-analysis-and-how-to-do-it-right-with-examples/</ref>.

Sveinbjorgsara: /* KPI */

2020-03-08T15:56:32Z

KPI

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	A Key performance indicator is a measurable value that helps a company by looking into how effectively a company is achieving its key business objectives. Normally, organizations use KPI at several levels to decide their success at reaching internal targets. Within KPI, we can divide between High-level KPI and Low-level KPI. In this case, High-level KPI focuses on the overall performance of the entire organization, while the low-level KPI focus on the process in smaller departments, for example, sales, Human Resources (HR), marketing and others. KPI itself is used broadly across an organization, so to minimize what KPI indicates we can divide KPI into several focus areas, these are: [[File:Test123.png\|200px\|thumb\|right\|Figure 6: KPIs focus areas.]]		A Key performance indicator is a measurable value that helps a company by looking into how effectively a company is achieving its key business objectives. Normally, organizations use KPI at several levels to decide their success at reaching internal targets. Within KPI, we can divide between High-level KPI and Low-level KPI. In this case, High-level KPI focuses on the overall performance of the entire organization, while the low-level KPI focus on the process in smaller departments, for example, sales, Human Resources (HR), marketing and others. KPI itself is used broadly across an organization, so to minimize what KPI indicates we can divide KPI into several focus areas, these are: [[File:Test123.png\|200px\|thumb\|right\|Figure 6: KPIs focus areas.]]

	- Quality		* Quality

	- Customer satisfaction		* Customer satisfaction

	- Delivery		* Delivery

	- Employees		* Employees

	- Expenses		* Expenses

	- Efficiency		* Efficiency

Sveinbjorgsara: /* Choosing by Advantage */

2020-03-08T15:54:59Z

Choosing by Advantage

← Older revision		Revision as of 15:54, 8 March 2020
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	===Choosing by Advantage===		===Choosing by Advantage===
	[[File:CBAsteps123.png\|300px\|thumb\|right\|Figure X: An illustration of the CBA steps.]]		[[File:CBAsteps123.png\|300px\|thumb\|right\|Figure 7: An illustration of the CBA steps.]]

	Choosing by Advantage (CBA) is a method used for decision making where the different alternatives are evaluated based on the priority of advantages they are offering related to a set of factors that contribute value to the project. The main purpose of implementing the CBA method is so that the stakeholders can examine which ideas that are presented are most likely to offer the most immense importance of advantages as well as evaluating the relative cost. In this method, decisions are based on advantages of alternatives. The alternatives are seen as positive differences, and not advantages and disadvantages to avoid double counting. CBA decision-making is often closely related to A3 reports. This is for documenting how the team came to solutions and the different factors used to make a decision. <ref name="CBA1">Alves, T., Lichting, W. and Rybkowski, Z. (2017). Implementing Target Value Design. “HERD: Health Environments Research & Design Journal”, 10(3), pp.18-29.</ref> <ref name="CBA2"> Arroyo, P. (2020). Lean Construction Blog. Retrieved 8 March 2020, from https://leanconstructionblog.com/applying-choosing-by-advantages-step-by-step.html</ref>		Choosing by Advantage (CBA) is a method used for decision making where the different alternatives are evaluated based on the priority of advantages they are offering related to a set of factors that contribute value to the project. The main purpose of implementing the CBA method is so that the stakeholders can examine which ideas that are presented are most likely to offer the most immense importance of advantages as well as evaluating the relative cost. In this method, decisions are based on advantages of alternatives. The alternatives are seen as positive differences, and not advantages and disadvantages to avoid double counting. CBA decision-making is often closely related to A3 reports. This is for documenting how the team came to solutions and the different factors used to make a decision. <ref name="CBA1">Alves, T., Lichting, W. and Rybkowski, Z. (2017). Implementing Target Value Design. “HERD: Health Environments Research & Design Journal”, 10(3), pp.18-29.</ref> <ref name="CBA2"> Arroyo, P. (2020). Lean Construction Blog. Retrieved 8 March 2020, from https://leanconstructionblog.com/applying-choosing-by-advantages-step-by-step.html</ref>

	CBA as a tool can be done in seven steps, as followed: (1) Identify alternatives, (2) Define factors, (3) Define criteria for each actor, (4) Summarizing the attributes of each alternative, (5) Decide the advantages, (6) Decide the importance of each advantage and (7) evaluate cost data. These steps are shown in Figure X. <ref name="CBA3"> Arroyo, P., Tommelein, I., & Ballard, G. (2013). Using "Choosing by Advantages" to select ceiling tile from a global sustainable perspective. Proceedings IGLC-21, 311.</ref>		CBA as a tool can be done in seven steps, as followed: (1) Identify alternatives, (2) Define factors, (3) Define criteria for each actor, (4) Summarizing the attributes of each alternative, (5) Decide the advantages, (6) Decide the importance of each advantage and (7) evaluate cost data. These steps are shown in Figure 7. <ref name="CBA3"> Arroyo, P., Tommelein, I., & Ballard, G. (2013). Using "Choosing by Advantages" to select ceiling tile from a global sustainable perspective. Proceedings IGLC-21, 311.</ref>

	This tool process is eminently collaborative between stakeholders, designers and other disciplines. After finding the most suitable alternative, they can go on to the next phase of the CBA Tabular Method of reconsidering the decision. By using this tool, the stakeholders can ask questions like: Are there any additional alternatives to be considered for this project? Does the importance of advantages accurately represent the viewpoint of the stakeholders? <ref name="CBA3"> Arroyo, P., Tommelein, I., & Ballard, G. (2013). Using "Choosing by Advantages" to select ceiling tile from a global sustainable perspective. Proceedings IGLC-21, 311.</ref>		This tool process is eminently collaborative between stakeholders, designers and other disciplines. After finding the most suitable alternative, they can go on to the next phase of the CBA Tabular Method of reconsidering the decision. By using this tool, the stakeholders can ask questions like: Are there any additional alternatives to be considered for this project? Does the importance of advantages accurately represent the viewpoint of the stakeholders? <ref name="CBA3"> Arroyo, P., Tommelein, I., & Ballard, G. (2013). Using "Choosing by Advantages" to select ceiling tile from a global sustainable perspective. Proceedings IGLC-21, 311.</ref>

Sveinbjorgsara: /* KPI */

2020-03-08T15:54:25Z

KPI

← Older revision		Revision as of 15:54, 8 March 2020
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	===KPI===		===KPI===
	A Key performance indicator is a measurable value that helps a company by looking into how effectively a company is achieving its key business objectives. Normally, organizations use KPI at several levels to decide their success at reaching internal targets. Within KPI, we can divide between High-level KPI and Low-level KPI. In this case, High-level KPI focuses on the overall performance of the entire organization, while the low-level KPI focus on the process in smaller departments, for example, sales, Human Resources (HR), marketing and others. KPI itself is used broadly across an organization, so to minimize what KPI indicates we can divide KPI into several focus areas, these are: [[File:Test123.png\|200px\|thumb\|right\|Figure 1: KPIs focus areas.]]		A Key performance indicator is a measurable value that helps a company by looking into how effectively a company is achieving its key business objectives. Normally, organizations use KPI at several levels to decide their success at reaching internal targets. Within KPI, we can divide between High-level KPI and Low-level KPI. In this case, High-level KPI focuses on the overall performance of the entire organization, while the low-level KPI focus on the process in smaller departments, for example, sales, Human Resources (HR), marketing and others. KPI itself is used broadly across an organization, so to minimize what KPI indicates we can divide KPI into several focus areas, these are: [[File:Test123.png\|200px\|thumb\|right\|Figure 6: KPIs focus areas.]]

	- Quality		- Quality