Gi i thi u v “xây d ng tinh n”” n co ng c om Lean Construction ng th an ©2010 b i Nguy n Duy Long, Ti n S du o i dung cu u “Xây d ng tinh g n” Gi i thi u u trúc công vi c (work structuring) ho ch “nhìn tr c” (lookahead planning) ho ch hàng tu n (weekly work planning) ©2010 b i Nguy n Duy Long, Ti n S CuuDuongThanCong.com https://fb.com/tailieudientucntt Lean Construction (LC) co ng c om XÂY D NG TINH G N ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o t m c a thi công xây d ng n ph m ng yên Thi t k ch dùng m t l n n ph m hi m s n xu t tr c khách hàng t mua Nhi u ngu n bi n i (variability) c sai sót s n ph m thi t qui trình cao Cơng vi c c th c hi n u ki n d i (khơng) t i u ©2010 b i Nguy n Duy Long, Ti n S CuuDuongThanCong.com https://fb.com/tailieudientucntt án ang qu n lý sao? ? nh yêu c u c a ch u t thi t k t c Cân i thi t k t v i gi i n v ch t l ng, ti n , ngân sách Qu n lý d án b ng cách chia nh t ng ph n vi c, c l ng th i gian yêu c u tài nguyên cho m i ph n vi c, r i a ph n vi c m t th t phù h p v i CPM Ph i h p v i vi c s d ng ti n t ng th cu c h p hàng tu n co ng c om Xác ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o án ang qu n lý sao? ? Giao hay h p ng cho m i ph n vi c, kh i công theo dõi m i ph n vi c mb o an toàn, ch t l ng, ti n chi phí Hành ng có nh ng s sai khác i chu n/tiêu chu n Chi phí có th gi m thi u b i nâng cao ng su t lao d ng; th i gian b ng cách ng t c m i ph n cơng vi c hay thay i trình t cơng vi c Ch t l ng an tồn t h n v i vi c giám sát ki m tra ©2010 b i Nguy n Duy Long, Ti n S CuuDuongThanCong.com https://fb.com/tailieudientucntt th ng cung c p d án tinh g n Tiêu chu n thi t k Thi t k t n ph m Thi t k qui trình Xác nh d án (Project Definition) Thi t k tinh g n (Lean Design) Gia công h u c n thu t chi ti t Cung p tinh g n (Lean Supply) Thay i ho c phá b n hành th p n hành b o trì t c om phác thi t k c ích p t tinh g n (Lean Assembly) d ng (Use) ng Ki m Soát S n Xu t (Production Control) u Trúc Công Vi c (Work Structuring) co Learning Loops Ngu n: Ballard, 2000 ng th an ©2010 b i Nguy n Duy Long, Ti n S du o u trúc công vi c ho t The extent of choices on the design of op erations ng cu u c l a ch n cho thi t k ho t ng Th Timei gian Extent c lof remaining a ch n choices l i Giai n 1: C u Phasecông 1: trúc vi c Work Structuring and công tác thi design activities t k Ngu n: Lean Construction Institute, 2001 Giai n 2: Last Planner® (“Ng i Phase 2: Ho Lastch Plannernh Cu i”) ©2010 b i Nguy n Duy Long, Ti n S CuuDuongThanCong.com https://fb.com/tailieudientucntt Nh ng hi u l m v “xây d ng tinh n” n” (LC) c om co LC không hi u s n xu t (production) ‘ch t o’ (‘making’) LC ang phát tri n lý thuy t s n xu t m i v i d án m t hình th c c b n c a h th ng s n xu t LC hi u s n xu t thi t k ch t o t t c t o tác (artifacts) ng LC không ph i ang ph ng theo k thu t s n xu t vào thi công xây d ng cu u du o ng th an ©2010 b i Nguy n Duy Long, Ti n S Xây D ng Tinh G n U TRÚC CÔNG VI C – WORK STRUCTURING ©2010 b i Nguy n Duy Long, Ti n S 10 CuuDuongThanCong.com https://fb.com/tailieudientucntt th ng ho ch th ng ( y) y) nh truy n PLANNING THE WORK INFORMATION SHOULD c om PROJECT OBJECTIVES EXECUTING THE PLAN DID co ng RESOURCES Ngu n: Lean Construction Institute, 2001 11 ng th an ©2010 b i Nguy n Duy Long, Ti n S du o ho ch công vi c thi công hàng tu n WEEK PLAN cu u PROJECT: Pilot ACTIVITY Gas/F.O hangers O/H "K" (48 hangers) Gas/F.O risers to O/H "K" (3 risers) 36" cond water "K" 42' 2-45 deg 1-90 deg Chiller risers (2 chillers wk.) FOREMAN: PHILLIP DATE: 9/20/96 Est Act Mon xxxx Tu xxxx Wed Thurs Fri Sat Sun Sylvano, Modesto, Terry xxxx xxxx xxxx xxxx Sylvano, Mdesto, Terry xxxx xxxx xxxx PPC Charlie, Rick, Ben xxxx xxxx xxxx No Yes Charlie, Rick, Ben Hang H/W O/H "J" (240'-14") REASON FOR VARIANCES No Owner stopped work (changing elevations) No Same as above-worked on backlog & boiler blowdown Yes xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx Matl from shop rcvd late Thurs Grooved couplings shipped late Mark M., Mike Cooling Tower 10" tie-ins (steel) (2 towers per day) Weld out CHW pump headers "J" mezz (18) Weld out cooling towers (12 towers) xxxx xxxx Yes Steve, Chris, Mark W xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx xxxx No xxxx xxxx xxxx xxxx xxxx Yes Yes Luke xxxx Jeff F.R.P tie-in to E.T (9 towers) 50% xxxx Eye injury Lost days welding time Firt, Packy, Tom WORKABLE BACKLOG Boiler blowdown-gas vents -rupture disks ©2010 b i Nguy n Duy Long, Ti n S 12 CuuDuongThanCong.com https://fb.com/tailieudientucntt th ng Last Planner® Project Objectives Can SHOULD c om Planning the Work The Last Planner Production DID co Inputs WILL ng Information Ngu n: Ballard, 2000 13 ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o Các nguyên t c c a Last Planner t c k ho ch u d báo t t các d báo sai D báo xa, sai D báo chi ti t, sai Ho ch nh chi ti t h n b n n g n v i vi c th c hi n cơng vi c ó o k ho ch v i ng i s th c hi n công vi c Cùng nh n di n xóa ràng bu c c a công tác ã k ho ch o l i h a tin c y c t sai sót ©2010 b i Nguy n Duy Long, Ti n S 14 CuuDuongThanCong.com https://fb.com/tailieudientucntt u trúc công vi c u trúc cơng vi c ho ch qui trình: nh, hay thi t c om Ho ch nh b t u v i thi t k toàn b h th ng s n xu t n thi t k t ng ho t ng riêng l Thi t k qui trình thay i t o giá tr d a s n ph m Thi t k s n ph m thay i t o giá tr d a qui trình gi m thi u lãng phí co ng Nguyên lý c a LC k t h p thi t k n ph m qui trình 15 ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o t qu a c u trúc công vi c Trình t t ng quát (global sequencing) t ch c/h p ng c a d án Hình tr ng c a chu i cung ng (supply chain configurations) Thi t k ho t ng “thô” (rough cut operations designs) Thi t k ho t ng chi ti t (detailed operations designs) Ti n t ng th (master schedule) ti n giai n (phase schedules) ©2010 b i Nguy n Duy Long, Ti n S 16 CuuDuongThanCong.com https://fb.com/tailieudientucntt Ch c n ng c a ti n ng th co ng c om Th hi n tính kh thi hồn thành cơng vi c th i gian s n có Phát tri n hi n th chi n l c th c hi n Xác nh c n v t t mua s m lâu (long lead items) Nh n m c (milestones) quan tr ng i ch u t bên liên quan (stakeholders) 17 ©2010 b i Nguy n Duy Long, Ti n S 18 ng th an ©2010 b i Nguy n Duy Long, Ti n S ng th cu u du o Ti n CuuDuongThanCong.com https://fb.com/tailieudientucntt ng th co ng c om Ti n 19 ©2010 b i Nguy n Duy Long, Ti n S 20 ng th an ©2010 b i Nguy n Duy Long, Ti n S ng th cu u du o Ti n 10 CuuDuongThanCong.com https://fb.com/tailieudientucntt th ng Last Planner: Qui trình nhìn tr c Design Criteria Master & Phase Schedule Selecting, sequencing, & sizing work we think can be done c om Information Lookahead Selecting, Workable sequencing, Weekly Backlog & sizing work Work Plans we know can be done Make work ready by screening, pulling, & FRS Ghi chú: PPC = Percent Plan Complete: Ph n tr m k ho ch hoàn thành Ngu n: Ballard, 2000 Chart PPC & Reasons ng Current status & forecasts Action to prevent repetitive errors Completed Work Production Resources co Work Structuring 29 th an ©2010 b i Nguy n Duy Long, Ti n S ng LOOKAHEAD SCHEDULE Project: Same Day Sugery Planner: Dena Deibert Week of 10-23-00 du o Six Week Lookahead / Constraints Analysis Activity Build mock-up of room 11 10/24/04 x xxxx Release updated construction documents ARC x xxxx Demolition Pour roof Boldt x xxxx Boldt cu u 1 1 1 1 2 2 Expedite stone production Steel Shops: Curtainwall Support Roof detailing Phase Millwork Shop Drwngs Fabricate louvers Fabricate auto entrance doors Fabricate curtainwall Mock-up review Masonry Work Penthouse framing & decking Bid Pack Submittals Start work on patient rooms 3847 -49 Workable Backlog Fabricate AHU's / ACCU Med Gas Equip Lead-Time Demo shades at main entrance Review room numbering Ngu n: Ballard, 2000 11/14/04 11/21/04 11/28/04 M TWR F S M T WR F S M TWR F S M T WR F S M TWR F S M T WR F S Boldt 1 11/7/04 Comments / Other Microscope vibration study SLMC/ STS Bid & award bid pack Boldt Submit-review-approve roofing shopdrwngs Langer 10/31/04 Responsible Party Review with Brad x xxxx x xxxx BDI x xxxx Duwe x xxxx xx Coordinate with Ring & Du xxxx x x xxxx xxx xx x x xxxx xxxx x x xxxx xxx xx x xxx x xxx x x x x xxxx x x xxxx x xxxx xxxx x x xxxx xxx xx xxxx x Klein Dickert x x x x x xxxx x x xxxx xxx xx x x xx x xx x x xxx x xxx 5-6 week lead time - Ordered 10-19-00 x x Klein Dickert will coordinate with Mike D Shipping 11-3; Besam header to Dickert x xxx xx x xxx x xxx Waiting for framing materials-by October x x x x x xxxx x x xxxx x x xxxx xxx xx xxxx x x xxxx xxx xx x x x x Millwork; Mirror Roger needs to confirm if brick is in x x x x TBD TBD Boldt to confirm placement of AHU's Award contracts Need to coordinate with Jan Keepers Shipping: 11-13-00 Trane Delivery: 11-6-00 Squires TBD Stone was ordered 10-19-00 x xxxx x x xxxx Duwe xxx xxx Besam BDI x xxx x x Air Flow SLMC Additional submittals required x xxxx x x Duwe Precision Millwork & mirror CD's will be issued prior to this info; Isolation system will come as addendum x xxx x xxxx x ARC/ Lukes ©2010 b i Nguy n Duy Long, Ti n S 30 15 CuuDuongThanCong.com https://fb.com/tailieudientucntt c ích c a qui trình nhìn tr c co ng c om nh hình trình t m c lu ng công vi c Ph i ch n lu ng công vi c công su t Duy trì “cơng vi c t n ng” (backlog) a công vi c s n sàng Phát tri n k ho ch chi ti t v công vi c c th c hi n 31 th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o ng ho ch nhìn tr c Last Planner khác k ho ch nhìn tr c truy n th ng sao? ? Ti n nhìn tr c truy n th ng c dùng cung c p y t th tr c công vi c b t u th ng g n li n v i ti n t ng th chi ti t ©2010 b i Nguy n Duy Long, Ti n S 32 16 CuuDuongThanCong.com https://fb.com/tailieudientucntt Các b tr c c qui trình nhìn Làm n (explode) công tác ã l p ti n thành chi ti c m c phân công công vi c, dùng mơ hình nh ngh a cơng tác (Activity Definition Model) nghiên c u th (First Run Studies) .c om Sàng l c (screen) ràng bu c cho m i công vi c phân công “th i n nhìn tr c” (lookahead window) co ng o (make) công vi c phân công s n sàng ng cách tháo d ràng bu c 33 ng th an ©2010 b i Nguy n Duy Long, Ti n S c qui trình nhìn cu u du o Các b tr c Cân b ng (balance) ng t i (load) công su t (capacity) b ng cách ti n hành/trì hỗn cơng vi c ã lên ti n , t ng/gi m công su t, hay quy t nh u t thêm công su t Hi u ch nh (adjust) ti n th n u c n c (learn): o l giai n hay t ng ng c i ti n s th c hi n ©2010 b i Nguy n Duy Long, Ti n S 34 17 CuuDuongThanCong.com https://fb.com/tailieudientucntt Ngôn ng nh d ng ng:: Mơ hình nh ngh a cơng vi c t tiêu chí? Cơng vi c tiên quy t c om Ch d n Qui trình t qu co ng Tài nguyên Ngu n: Ballard, 2004 35 ng th an ©2010 b i Nguy n Duy Long, Ti n S nh ngh a cu u du o Ví d mơ hình cơng vi c ©2010 b i Nguy n Duy Long, Ti n S 36 18 CuuDuongThanCong.com https://fb.com/tailieudientucntt “Làm n ” công tác (task explosion) Meets Criteria? LAYOUT location stakes schedule, location verification verify locations etc PILEDRIVING piles in place YES location stakes precast concrete piles access to location sequencing plan c om foundation design drawings schedule, accuracy of measureme nt surveyor and helper, totalstation, stakes co ng foundation crew, piledriver Ngu n: Ballard, 2004 37 ng th an ©2010 b i Nguy n Duy Long, Ti n S du o Qui trình làm n Step 3- List Criteria Step - Upon Completion of Work Determine Match of Criteria to Deliverable cu u Criteria Match Yes No Step 2-map process steps Prerequisites Engineering Process Step 1Determine Deliverable Deliverable Step 4- List Prerequisites Step 5- Determine Resources Resources Ngu n: Ballard, 2004 ©2010 b i Nguy n Duy Long, Ti n S 38 19 CuuDuongThanCong.com https://fb.com/tailieudientucntt Mô hình nh ngh a cơng vi c: c: Ví khe co giãn Expansion Joint Step - Upon Completion of W ork Determine Match of Criteria to Deliverable Step - List Directives Specification Section 05810 Contract Documents Contract Directives Note: T he Specifications and Contract Documents have been superseded because of the redesign Match Yes No Step Determine Deliverable Step Describe the process c om Prerequisite W ork Delevop Method of Procedure for Exterior Expansion Joints Engineering Process Deliverable Step - List Prerequisite W ork Step - Determine Resources Video tape of installation from Conspec Approved exterior expansion joint drawings Method of attachment Equipment and staging Superintendent plus irion workers Engineering ng Resources co Activity Definition Model Ngu n: Ballard, 2004 39 ng th an ©2010 b i Nguy n Duy Long, Ti n S bê tông Bucket A Fill 45 u du o FRS: Ví d Idle cu Crane Place 30 Lower & Spot 30 30 30 30 Lift 30 Durations in Seconds Placing Cycle 135 Seconds Bucket A Fill Lift 45 30 Place 30 Fill Bucket B Crane 30 30 Lift 30 30 Place 30 30 Lower & Spot 45 12 12 Lift 30 Place 30 Change Hook Placing Cycle 102 Seconds Ngu n: Ballard, 2004 ©2010 b i Nguy n Duy Long, Ti n S 40 20 CuuDuongThanCong.com https://fb.com/tailieudientucntt Xây D ng Tinh G n co ng c om HO CH HÀNG TU N – WEEKLY WORK PLANNING 41 ng th an ©2010 b i Nguy n Duy Long, Ti n S du o th ng Last Planner: K Ho ch Công Vi c Hàng Tu n u Design Criteria cu Work Structuring Current status & forecasts Information Master & Phase Schedule Selecting, sequencing, & sizing work we think can be done Make work ready by screening, pulling, & FRS Lookahead Selecting, Workable sequencing, Weekly Backlog & sizing work Work Plans we know can be done Chart PPC & Reasons Production Completed Work Resources Ngu n: Ballard, 2000 Action to prevent repetitive errors ©2010 b i Nguy n Duy Long, Ti n S 42 21 CuuDuongThanCong.com https://fb.com/tailieudientucntt Ch c Ch n c a Th t B i SHOULD WILL co ng c om CAN 43 ng th an ©2010 b i Nguy n Duy Long, Ti n S du o Hình thành k ho ch cam k t SHOULD THESE cu u TASKS NEED TO BE MADE READY ELGIBLE FOR CAN W ILL POSSIBLE WORKABLE BACKLOG Ngu n: Ballard, 2004 ©2010 b i Nguy n Duy Long, Ti n S 44 22 CuuDuongThanCong.com https://fb.com/tailieudientucntt Ho ch Hàng Tu n PPC Project: Same Day Sugery Planner: Dena Deibert Week of 10/16/00 PPC = 69% Assignment Description Done? M Randy x T x W x T x F x S Y N Reasons For Variance / Comments Wardrobe dimensions changed Y x x x x x x x x x x Y Will aw ard next week Jose' x x x x x Y Week of Randy x x x Dena x Y Y Dick x x x x x Bob Brue x x x x x Precision x x x x Precision x x x x Jim Leicht x x x Tony/ David x x x ARC/Jim Leight N c om David Dena/ Brad x N Waiting for curtainw all shop drw g Y N x Week of Y N x Middle of next w eek x Y x Y co Review mock-up drywall dimensions Review microscope vibration Study Review bids - Bid Pack Review roofing shops Complete concrete haunches Releae order on limestone Re-submit curtainwall support shops Roof framing: 75% complete Submit Phase Millwork Shops Fabricate mock-up millwork Re-submit curtainwall shops & structural calcs Finalize review of louver shops Review GL-1 and GL-2 PPC Analysis Responsible Party ng Remember the Five Criteria for Release of Assignments Defined - Sound - Proper Sequence - Right Size - Able to Learn Ngu n: Lean Construction Institute, 2001 45 ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o c m ch t l ng c a k ho ch cơng vi c hàng tu n Tính xác nh (Definition) Tính y (Soundness) Tính trình t (Sequence) Kích c (Size) S h c (Learning) Ngu n: Lean Construction Institute, 2001 ©2010 b i Nguy n Duy Long, Ti n S 46 23 CuuDuongThanCong.com https://fb.com/tailieudientucntt Bi u PPC th ng phân ph i n 100% 100% 90% 80% 80% 70% 70% 60% 60% 50% 50% PPC Week Moving Average c om 90% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% 14Jul 21Jul co ng 12- 20- 27- 3- 10- 17- 24- 21- 28- 5- 18- 9Mar Mar Mar Apr Apr Apr Apr May May Jun Jun Jul Ngu n: Lean Construction Institute, 2001 47 ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o Qui T c Ti p Nh n (Entry Rules) Qui t c 1: Cho phép công tác gi nguyên ti n t ng th /giai n tr bi t khơng nên hay không th th c hi n nh ã lên ti n Qui t c 2: Cho phép công tác gi nguyên “th i n nhìn tr c” (lookahead window) ch k ho ch viên tin r ng có th s n sàng cho thi cơng c lên ti n (Screening) Qui t c 3: Cho phép công tác ho ch công vi c hàng tu n ch t t c ràng bu c ã c tháo d (Shielding) ©2010 b i Nguy n Duy Long, Ti n S 48 24 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om ng co Ngu n: Lean Construction Institute, 2001 49 ng th an ©2010 b i Nguy n Duy Long, Ti n S ng c a Last Planner Began making quality assignments Worse We e k ly Pro d uc t i v i t y 5 12/ 16 / 2/ 2/ 94 2/ 9/ 94 11/ 25 / 11/ 11 / 11/ 18 / 10/ 28 / 1/ 4/ 94 0/ 7/ 94 / 0/ 94 9/ 9/ 94 9/ 6/ 94 / 3/ 94 9/ 2/ 94 / 6/ 94 / 9/ 94 Ngu n: Lean Construction Institute, 2001 10/ 21 / Cu m ul a t i v e Pr od u c t i vi t y Better 10/ 14 / Pe rf orm a nce Fac t or cu u du o nh h ©2010 b i Nguy n Duy Long, Ti n S 50 25 CuuDuongThanCong.com https://fb.com/tailieudientucntt “V t Lý Lý”” c a s n xu t: t: Variability, Lead Time, & Capacity Utilization ng c om A 100% co Capacity Utilization Ngu n: Lean Construction Institute, 2001 51 ng th an ©2010 b i Nguy n Duy Long, Ti n S i cu u du o Tác ng c a bi n (variability) Wait Time PPC=50% PPC=70% PPC=90% Capacity Utilization Ngu n: Lean Construction Institute, 2001 100% ©2010 b i Nguy n Duy Long, Ti n S 52 26 CuuDuongThanCong.com https://fb.com/tailieudientucntt PPC s ng công su t (capacity utilization) PPC=50% PPC=70% 50% PPC=90% ng Target c om Wait Time 65% 80% 100% co Capacity Utilization Ngu n: Lean Construction Institute, 2001 53 ng th an ©2010 b i Nguy n Duy Long, Ti n S ng cu u du o Có th qu n lý s khó l bi n i Gi m khó l ng r i làm t ng t c m b t u “che ch n” s n xu t s bi n i c a lu ng (flow variability) b ng cách ch làm nh ng công vi c “ch t l ng” (‘quality’ assignments) Qu n lý s bi n i cịn l i v i v trí kích th c h p lý c a m t n tr cơng su t ©2010 b i Nguy n Duy Long, Ti n S 54 27 CuuDuongThanCong.com https://fb.com/tailieudientucntt Tóm l c soát s n xu t Gi i h n ti n mua s m lâu ngh cho ki m t ng th v i m c v t t o ti n giai n v i nhóm s th c hi n cơng vi c, tính ng c, th i gian d tr t ng minh .c om công tác t ti n giai n vào ti n nhìn tr c tu n, sàng l c ràng bu c, ch ti n hành ràng bu c có th tháo d k p th i ng v i lý k co Theo dõi PPC hành ho ch th t b i ng ng g ng ch t o vi c c giao ch t l Cho phép vi c c giao b t ch i 55 ng th an ©2010 b i Nguy n Duy Long, Ti n S cu u du o o l ng s th c hi n d án (project performance) INFORMATION ARE WE ON TRACK TO ACHIEVE PROJECT OBJECTIVES? PROJECT OBJECTIVES INITIAL PLANNING STATUS & FORECASTS SHOULD ADJUSTING SCHEDULE CAN ADJUSTED SHOULD LAST PLANNER PLANNING PROCESS RESOURCES Ngu n: Lean Construction Institute, 2001 WILL WORK EXECUTION DID ©2010 b i Nguy n Duy Long, Ti n S 56 28 CuuDuongThanCong.com https://fb.com/tailieudientucntt o ng th c hi n a th ng k ho ch (planning system performance) PROJECT OBJECTIVES INITIAL PLANNING HOW WELL DOES SHOULD MATCH ADJUSTED SHOULD ? ADJUSTING SCHEDULE ADJUSTED SHOULD CAN LAST PLANNER PLANNING PROCESS HOW WELL DOES ADJUSTED SHOULDMATCH WILL? WILL ng STATUS & FORECASTS SHOULD c om INFORMATION WORK EXECUTION DID co RESOURCES HOW WELL DOES WILL MATCH DID? Ngu n: Lean Construction Institute, 2001 57 cu u du o ng th an ©2010 b i Nguy n Duy Long, Ti n S 29 CuuDuongThanCong.com https://fb.com/tailieudientucntt ... ©2010 b i Nguy n Duy Long, Ti n S 48 24 CuuDuongThanCong. com https://fb .com/ tailieudientucntt .c om ng co Ngu n: Lean Construction Institute, 2001 49 ng th an ©2010 b i Nguy n Duy Long, Ti n S ng... Nguy n Duy Long, Ti n S 40 20 CuuDuongThanCong. com https://fb .com/ tailieudientucntt Xây D ng Tinh G n co ng c om HO CH HÀNG TU N – WEEKLY WORK PLANNING 41 ng th an ©2010 b i Nguy n Duy Long, Ti... Ti n CuuDuongThanCong. com https://fb .com/ tailieudientucntt ng th co ng c om Ti n 19 ©2010 b i Nguy n Duy Long, Ti n S 20 ng th an ©2010 b i Nguy n Duy Long, Ti n S ng th cu u du o Ti n 10 CuuDuongThanCong. com