Mastering Segregation: Goldratt’s Rules of Flow in Lean Construction
In the dynamic world of construction, achieving peak productivity hinges on applying effective strategies to manage tasks. One such powerful concept is segregation—the separation of tasks based on size, complexity, or priority. Inspired by Goldratt’s Rules of Flow, this approach ensures optimal productivity and flow in construction projects.
Let’s explore how segregation works, its benefits, and how you can implement it to enhance your project outcomes.
What Is Segregation in Lean Construction?
Segregation, as explained in Goldratt’s Rules of Flow, emphasizes managing large and small tasks independently to maintain smooth workflows. This concept extends beyond individual productivity to team and organizational levels.
For instance:
- Time Blocking: Allocate specific times of the day for large, high-priority tasks (like “eating the frog”) and reserve other times for smaller tasks.
- Team-Based Segregation: Assign different teams or individuals to handle tasks based on their complexity or size.
Why Segregation Matters:
Without segregation, projects can spiral into chaos. Large tasks may overshadow smaller ones, leading to delays, frustration, and inefficiency. When smaller tasks are delayed, their lead and throughput times increase, resulting in a downward productivity spiral.
Key impacts of failing to segregate tasks include:
- Increased interruptions and context switching.
- Longer lead and throughput times.
- Inefficient resource utilization.
- Reduced team focus and productivity.
Practical Applications of Segregation:
- Within Construction Companies:
Separate large and small projects across divisions or teams. For example, a major project division could handle high-intensity tasks, while a special services group manages smaller, detailed projects.
- In Departments:
Apply segregation for quarterly goals. Focus on completing large, high-priority tasks first, followed by smaller ones to prevent unnecessary batching and delays.
- On Construction Sites:
Trade partners can focus on critical tasks first and then move on to backlog tasks during natural project pauses. Alternatively, you can assign separate crews for change orders, ensuring the main crew stays focused on contract work.
Avoiding Pitfalls in Change Orders:
A common challenge arises during change orders. When change orders and contract work are handled simultaneously, teams experience constant interruptions, leading to missed deadlines and incomplete tasks.
Solution: Assign a dedicated crew or team for change orders, keeping the main crew focused on contract deliverables. This approach reduces work-in-progress overload and ensures steady progress across all tasks.
How Segregation Enhances Lean Principles:
Segregation aligns with the principles of one-piece flow and operational excellence by reducing batching, improving focus, and streamlining processes. Whether on-site or at a strategic level, this strategy is a game-changer for construction projects.
Key Takeaway:
Effective segregation of tasks—by time, team, or complexity—prevents workflow disruptions, reduces delays, and enhances productivity, aligning with the lean principles of one-piece flow and operational excellence.
If you want to learn more we have:
-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)
Discover Jason’s Expertise:
Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.
On we go