Publication: MODELO DE GESTIÓN APLICANDO ESTRATEGIAS DE CADENA CRÍTICA EN OBRAS DE EDIFICACIONES
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Date
2017
Authors
CARRASCO CORVALÁN, BÁRBARA PAZ
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Abstract
En sus inicios los proyectos empleaban tanto el método PERT como el método de la Ruta o Camino Critico para programar, debido a que ambas técnicas se diseñaron para proporcionar elementos útiles de administración de información. En su momento, ambas técnicas eran prácticas, pero al pasar el tiempo, presentaron algunas falencias como: no entregaba solución a la problemática de la limitación de recursos, no consideraba la variabilidad respecto a los tiempos estimados, no consideraba la influencia del comportamiento humano, conocida como Ley de Parkinson o Síndrome del estudiante. Finalmente no contemplaba la situación del entorno multi proyecto, es decir, un contexto donde varios proyectos coinciden en tiempo y comparten recursos, lo que implicaba la dependencia implícita entre ellos.Como solución a estas problemáticas, bajo el seno de la Teoría de las Restricciones, nace Cadena Critica, la cual se caracteriza principalmente por considerar tanto la dependencia de tareas como de recursos y por emplear amortiguadores o buffer para compensar futuras desviaciones generadas en el transcurso de este.El siguiente trabajo propone la implementación de dicha metodología en un proyecto de edificación, eliminando las holguras que tiene cada tarea y reemplazándolas por amortiguadores insertados en lugares estratégicos.Previo a la aplicación de este modelo, se verificó el estado de avance que tenía la obra, identificando principalmente los recursos cuello de botella y el tiempo que demoraban en finalizar la respectiva actividad. Además se verificó la presencia de la triple restricción, a través de las causas de no cumplimiento. Estas últimas implicaban una limitación de tiempo, alcance y costo sobre algunas actividades.Posteriormente se asignaron los recursos (trabajo, material) correspondientes, identificando la cadena critica. De esta manera además, se logró obtener una visión general de las multitareas presentes en el proyecto, que se reflejaban en la sobreasignación de recursos que existía y en los retrasos para finalizar las actividades.Se trabajaron sobre los tiempos de las tareas, para luego realizar una comparación de la programación inicial con la obtenida al aplicar dicha metodología.Finalmente se espera entregar una visión al lector de lo que es programar a través de dicho método para que pueda realizar una comparación con la programación tradicional y comprenda además los conceptos de ingresos, gastos operacionales y throughput.
At its inception, projects applied the PERT method as well as the Critical Path method to plan; due to the fact that both techniques were designed to provide useful elements for the information management. At the time, both techniques were practical, but as time went by, they presented some failures such as: they did not provide a solution for the limitation of resources issue, they did not considered the variability regarding the estimated time, they did not considered the influence of human behavior – known as Parkinson´s Law or Student Syndrome. Finally, they did not contemplated the multi-project environmental conditions, meaning, a context where several projects are in line with time and share resources, which involves the implied dependence among them.As a solution to these problematics, under the auspices of the Theory of Constraints; it borned critical chain path method, which is defined mainly for considering the dependence of tasks as well as the dependence of resources, and for applying absorbers or buffer to make up for future deviations caused by its course.The next essay proposes the implementation of such methodology in a construction project, eliminating the security that every task has, replacing them with a strategically located buffer.Before applying the model, the work´s state of progress was verified, identifying mainly bottle neck resources and the time that took to finish each activity. Furthermore, the presence of triple restriction was verified through the causes of no fulfillment. The latter implied a limitation of time, reach and cost on some activities.Subsequently the corresponding resources (work, material) were assigned, identifying the critical chain. Thus, a general vision of the present multitasks in the project was achieved, these were reflected in the over-allocation of existing resources and the delays to finish the activities.The work was done on the estimated times for the tasks to later make a comparison of the initial planning with the one obtained after applying this methodology.Finally it is expected to provide a vision to the lector about what planning is through the method above so a comparison among traditional planning can be done, and also so you can understand the other concepts of income, operational costs, and throughput.
At its inception, projects applied the PERT method as well as the Critical Path method to plan; due to the fact that both techniques were designed to provide useful elements for the information management. At the time, both techniques were practical, but as time went by, they presented some failures such as: they did not provide a solution for the limitation of resources issue, they did not considered the variability regarding the estimated time, they did not considered the influence of human behavior – known as Parkinson´s Law or Student Syndrome. Finally, they did not contemplated the multi-project environmental conditions, meaning, a context where several projects are in line with time and share resources, which involves the implied dependence among them.As a solution to these problematics, under the auspices of the Theory of Constraints; it borned critical chain path method, which is defined mainly for considering the dependence of tasks as well as the dependence of resources, and for applying absorbers or buffer to make up for future deviations caused by its course.The next essay proposes the implementation of such methodology in a construction project, eliminating the security that every task has, replacing them with a strategically located buffer.Before applying the model, the work´s state of progress was verified, identifying mainly bottle neck resources and the time that took to finish each activity. Furthermore, the presence of triple restriction was verified through the causes of no fulfillment. The latter implied a limitation of time, reach and cost on some activities.Subsequently the corresponding resources (work, material) were assigned, identifying the critical chain. Thus, a general vision of the present multitasks in the project was achieved, these were reflected in the over-allocation of existing resources and the delays to finish the activities.The work was done on the estimated times for the tasks to later make a comparison of the initial planning with the one obtained after applying this methodology.Finally it is expected to provide a vision to the lector about what planning is through the method above so a comparison among traditional planning can be done, and also so you can understand the other concepts of income, operational costs, and throughput.
Description
Catalogado desde la version PDF de la tesis.
Keywords
CADENA CRITICA , CONTROL DE PROYECTOS , LEY DE PARKINSON , PROYECTOS DE EDIFICACION METODOLOGIA , TEORIA DE LAS RESTRICCIONES