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Breakfast
Lesson Bullets – What a Participant Will Learn:
This course is ideal for anyone involved in creating, leading or fixing project teams. Imagine your project team is a boat of ten people. In the average boat three people will be highly engaged and rowing, five will be watching and waiting for instructions and two will be drilling a hole in the back. This powerful workshop will show you how to turn an average team into high performing. It addresses how to engage the 50% in the middle of your boat and the 20% that are sinking your efforts. It takes you deeper than crafting a clear mission or values to defining the key specific behaviors for success. High performing teams don’t simply happen, they happen by design. You will learn the distilled insight of over 10 years of research, working with more than 130 organizations and the strategies and techniques the best teams practiced. Each participant will receive a copy of Change your Space, Change your Culture.
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Objectives:
A foundational, two-day workshop that introduces The Shingo Model™ the Guiding Principles and the Three Insights to Enterprise Excellence™ With real-time discussions and on-site learning at a host organization, this program is a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.
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Choosing by Advantages is a method for making sound decisions for both simple and complex situations. The participants will learn:
The class consists of lecture and hands-on CBA classwork and participants will be provided the tools to put CBA to work right away.
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Value Stream Improvement is a system-level, problem-solving method designed to aid organizations and individuals with the improvement of any process that is not functioning in an optimal way. This interactive workshop will utilize case studies to take you through EVERY step of the value stream improvement process. The participants will be able to define projects and create alignment with senior leaders and their business problems, use fundamental lean mapping tools to address issues in the value stream/plan and implement a lean value-stream improvement project to achieve sustainable gains.
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This workshop is intended to give newcomers a broad awareness of the vocabulary, fundamental principles and basic practices of Lean Project Delivery. This can serve as a framework for learning how to apply lean thinking and methods to deliver significantly greater value on your projects and within your organization.
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Objectives:
Target Value Design is a collaborative management practice and design process that is used throughout all stages of design and construction to ensure that projects are delivered within the allowable budget, meet the operational needs and values of the users and that projects promotes innovation. Participants will learn how to drive innovation into a project using constraints and understand the importance of continual cost estimating in giving power to the end users to add value. By participating in simulated activities, participants will also acquire an understanding of the parameters and methods for structuring Target Value Design within their own projects.
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A Kata is a pattern of behavior that serves as a basis for improvement and setting/attaining higher standards. In this workshop, teams of participants will practice the two essential Kata: (1) the 5-Question Coaching Routine and (2) the Rapid PDCA Cycles to build a scientific way of thinking, acting, and managing. In this workshop, participants will experience the core routines of Improvement Kata’s continuous improvement methodology through a highly interactive simulation.
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AGC Unit 1: Variation in Production Systems is an introductory course in the Lean Construction Education Program. This half-day, instructor-led course teaches the concept of variation. Following this course, you will be able to:
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Luncheon
The training will provide a thorough explanation of the different aspects of the Last Planner System®. The class will utilize simulations, to show how the individual pieces of Last Planner System® integrate with each other and provide real life examples of the use of Last Planner System®. Attendees will leave this training with enough knowledge and hands on experience to actively participate in Last Planner® on a project or within an organization.
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Objectives:
AGC Unit 2: Pull in Production is a half-day, instructor-led course that explains the concept of pull as a means to reliable production workflow. Following this course, you will be able to:
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Breakfast
Objectives:
A foundational, two-day workshop that introduces The Shingo Model™ the Guiding Principles and the Three Insights to Enterprise Excellence™ With real-time discussions and on-site learning at a host organization, this program is a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.
Presented by:
Through instruction, small group discussions and exercises, the workshop participants will:
We’re all trying to transform. At the company level, a transformation is a very big experiment indeed, at both the macro level, and at the very granular level of the daily, hourly, immediate work itself. To transform the way people think and behave within an organization to be more of a problem solving mindset is no easy task and varies from industry to industry, company to company and person to person. It requires disipline, investment and a belief that we can make things better.
Successful transformation calls for a situational approach that is based on innovating key dimensions of any organization through addressing a series of questions. These questions are fractal, meaning the same questions apply whether working at the macro enterprise level or the level of individual responsibility as you dive progressively deeper into each dimension. But, while the transformation that has emerged through years of experience is situational, the nature of the questions represent a clear point of view: If an organization fails to address each question, and with a sense of how each relates to the others, the transformation is headed for trouble.
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Would you like to collaborate with other executives that have started a learn transformation and implemented Last Planner® within their company? If so this roundtable will give you the venue to ask those and many more questions to executives that may be further down the path of lean implementation and can share their lessons learned.
Learning objectives:
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Participants will learn to create/maintain good working relationships through introductions, ways to remember names, how to create trust, how to network and how to maintain relationships over time. This module covers specifics of project stakeholders’ experiences and ways to maximize the emotional impact of those experiences. Role-play will illustrate relationship issues, conflict and adversarial situations.
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Choosing by Advantages is a method for making sound decisions for both simple and complex situations. The participants will learn:
The class consists of lecture and hands-on CBA classwork and participants will be provided the tools to put CBA to work right away.
* Attendance at Day 1 of Choosing by Advantages is a pre-requisite.
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Value Stream Improvement is a system-level, problem-solving method designed to aid organizations and individuals with the improvement of any process that is not functioning in an optimal way. This interactive workshop will utilize case studies to take you through EVERY step of the value stream improvement process. The participants will be able to define projects and create alignment with senior leaders and their business problems, use fundamental lean mapping tools to address issues in the value stream/plan and implement a lean value-stream improvement project to achieve sustainable gains.
* Attendance at Day 1 of Value Stream Improvement is a pre-requisite.
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Objectives:
The Villego® simulation enables participants to experience the contrast between traditional project management and the management of projects using the Last Planner System® of Production Control. Participants will assume the various roles typical commonly found on project sites, including that of trade foremen, superintendents, and project managers. As part of a team you will be required to build a complete building out of LEGO® blocks within a given budget and time constraint.
The learning goals of this training include obtaining an understanding of the Last Planner System®, an understanding of the skills and attitude necessary to truly cooperate successfully, and the important ways the Last Planner System®structures the conversations necessary to work reliably. Participants will learn the importance of engaging all elements of the Last Planner System® as a key piece of their Lean implementation.
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“5 Why” is a common tool in problem solving, but ”5 Why” only gets to one root cause – often there are multiple root causes. For this we need a more robust methodology: Root Cause Analysis. This session will help participants learn “deep problem solving” skills. Participants will get hands-on experience doing a Root Cause Analysis on a real problem in their professional life.
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This workshop is intended to give newcomers a broad awareness of the vocabulary, fundamental principles and basic practices of Lean Project Delivery. This can serve as a framework for learning how to apply lean thinking and methods to deliver significantly greater value on your projects and within your organization.
Presented by:
Objectives:
Target Value Design is a collaborative management practice and design process that is used throughout all stages of design and construction to ensure that projects are delivered within the allowable budget, meet the operational needs and values of the users and that projects promotes innovation. Participants will learn how to drive innovation into a project using constraints and understand the importance of continual cost estimating in giving power to the end users to add value. By participating in simulated activities, participants will also acquire an understanding of the parameters and methods for structuring Target Value Design within their own projects.
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The Theoretical and Practical Learning Objectives include:
During this session, participants will learn why it is important to collaboratively plan during design phases and how Last Planner System® is an effective tool to support improved delivery for their projects. This use of Last Planner System® is adapted to the specifics of design, which is about advancing the flow of information. Last Planner System® has been used by teams during design to stabilize their delivery process by keeping all team members’ needs being met reliably. The session will include a learning simulation to support the concepts.
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AGC Unit 3: Lean Workstructuring is the first of two units that introduces the Last Planner System® (LPS®). This system was developed by the Lean Construction Institute (LCI) to plan projects in a way that produces predictable workflow and rapid learning. This half-day, instructor-led course describes the process of Lean Workstructuring.
Following this course, you will be able to:
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Luncheon
Lesson Bullets – What a Participant Will Learn:
This workshop is intended for owners and owner’s representatives who want to learn how to create trust-based teams earlier in the programming and planning process. A global top five contractor conducted two years of research examining the outcomes of every project. They divided them into those that ended well and those that ended badly. Their conclusion? 100% of projects that started poorly ended badly. The current system for procuring and delivering construction is designed to create distrust. Contractors, architects and subs have a lot of history and baggage that conditions them to be skeptical when owners propose taking a trust-based approach. This workshop will explore how to rebuild trust within traditional project delivery as well as learn techniques from some of the new trust based models like IPD and LIPD. It will deal with the real challenges and mistakes owners make who have good intentions but run into resistance from either their suppliers or internally with procurement or legal departments. In addition to new strategies, techniques and tools is a bigger question of changing old habits and attitudes. This workshop will prepare you to lead change, succeed, and live to tell about it. Each participant will receive a copy of Nine Transforming Keys to Lowering Costs, Cutting Waste, and Driving Change in a Broken Industry.
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Learning objectives:
The training will provide a thorough explanation of the different aspects of the Last Planner System®. The class will utilize simulations, to show how the individual pieces of Last Planner System® integrate with each other and provide real life examples of the use of Last Planner System®. Attendees will leave this training with enough knowledge and hands on experience to actively participate in Last Planner® on a project or within an organization.
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Lesson Bullets – What a Participant Will Learn:
This course is designed for anyone who wants to improve their relationship skills and make the Lean process more effective. During this module, participants learn to create and maintain good working relationships, from the first handshake through the duration of the relationship. We discuss introductions, ways to remember names, how to create trust, how to network, and how to maintain relationships over time. We discuss specifics of project stakeholders’ experiences and ways to maximize the emotional impact of those experiences. We also do role-plays to illustrate relationship issues, conflict, and adversarial situations.
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Learning Objectives include:
During this session, participants will learn what is meant by ‘Big Room’ and how it supports Lean as an Operating System. The session will focus on understanding Big Room as a concept, how teams have used Big Rooms to support improved collaboration for delivery of their projects. The session will include a learning simulation to support the concepts.
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Following this course, you will be able to:
AGC Unit 6: Lean Design and Pre-construction is a half-day, instructor-led course that explains the concepts of value-based management, lean in the design process and relational contracting.
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CoP Leader Meeting
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Welcome Reception
Lean Coffee is an organized meeting. Participants gather and build an agenda to discuss lean related topics. The discussion is focused and productive because the agenda for the meeting is generated by the attendees. To benefit most from the time, be on time and plan on participating for the entire session.
Breakfast
Chris Fussell is a former Navy SEAL Officer and an author of the firm’s management book, “Team of Teams: New Rules of Engagement in a Complex World.” His expertise is in cross-functional collaboration and knowledge sharing within large, dispersed organizations.
The latest results are in and provide empirical evidence that Lean Construction correlates to better project outcomes! This session will present the highlights of two LCI sponsored research studies by Dodge Data & Analytics and University of Minnesota. We collectively examined 172 projects across the country to learn from the good to the great and why some projects excel. The research advances LCI’s primary goal of increasing owner and supply chain satisfaction with design and construction delivery.
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Lean and IPD easily scale from large projects to small projects, but project culture needs to be nurtured differently on a small project vs. a large project
Examples of successful ground-up lean implementation, motivation to change, team building, developing people during project implementation. Concepts include LPS, Cluster Teams, Pre-fab, A3’s, SIPS Schedule, Mock-ups, PDCA, Communication, Co-location and team member selection.
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The same processes which are the foundation of Lean Construction can be applied to our mental processes through the power of neuroplasticity. Attendees will learn to apply proprietary mental efficiency exercises to make their thinking processes Lean; therefore, experiencing significant improvements in their ability to accomplish more with less stress at work and home.
The main learning objective is for the participant to understand the role of Improvement and coaching routines called Kata to make Lean operational and more efficient. In Lean Construction, it is important to go beyond the tools only – getting the spirit behind the tool is critical to success.
Attendees will learn to develop project team members to implement and manage collaborative communication behaviors to support an all phases of an ILPD project, with a special focus on transition from design to construction. Breaking down old habits based in CYA and exploring their pitfalls.
This panel will offer the best practices on how to set up user meeting agendas, retrieve, document and follow up on information harvested from meetings. It also will explanation different meeting types including: on-screen and full-size foam mockups, 3D renderings, BIM models, and onboarding Lean to user groups.
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How to Foster a Team Culture for a Successful Project
This presentation will provide ideas to create the team culture on an IPD project and will show that even with an IFOA contract, it takes additional effort for the best results.
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All for one, one for all — This is how we succeed
An owner’s perspective of why IPD and Lean production planning is the way to go. The big idea is: “Strong collaborative team can participate in rapid learning that helps to achieve great results.”
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Safety Emphasis Springboards Lean Transformation From Alabama to Maine
There is no greater respect for people than protecting them while they are at work. Learn how a project specific-safety initiative grew into a Lean transformation across multiple organizations that are thriving. This panel will demonstrate how Robins & Morton, a construction management firm based in Birmingham, Alabama, along with a diverse team of contractors and the Augusta, Maine, community embraced safety as a core value on the new $224 million Maine General Medical Center (MDMC) project. Lean tools and processes implemented on this project dramatically lowered incident rates and forever changed how dozens of companies and hundreds of construction workers think about and engage safe practices in their work and personal lives. Individuals representing several of the organizations that were impacted by that initial safety immersion will share details about how they scaled Lean practices, specific Lean tools and processes utilized and lessons learned on the MGMC and other projects.
Level: Introductory
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Smashing the Safety Silo
This presentation will emphasize that the 5S of Lean (sort, set in order, shine, standardize and sustain) are ALL safety! Last Planner® , scheduling and look ahead schedules are all safety’s friends and should incorporate safety ahead of time to keep the project on track.
Level: Advanced
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IPD and The Evolution of Project Delivery Methods at a Complex Medical Campus
Panelists from all perspectives, owner, design team, construction manager and trade partner, will present their individual experiences comparing the traditional construction delivery method to a true tri-party Integrated Project Delivery (IPD) method.
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Chill Out: How we used IPD to build the most energy-efficient building in the coldest climate zone in North America
Panelists will share how problem solving for a beyond-the-state-of-the-art building can be made more effective, innovative and integrated due to the IPD contract model. Also, panelists will share the lessons learned from delivering the most energy-efficient building in the coldest climate zone in North America through an IPD delivery approach.
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On the Advocate Health Care Front: How Project Success moved from “ILPD Light” to IFOA
Learn how IPD first-timers embarked on their journey to embrace change and process. Helping the team learn new tricks (methods/process) for reducing the learning curve for teams new to IPD.
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At Advocate Health Care: How Project Success moved from “IPDish” to IFOA
Having successfully delivered the project, the team will demonstrate their Lessons Learned and will demonstrate how success of this integrated design process helped Lead Change in AHC’s Design and Construction process.
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Managing Design as an Information Supply Chain
Discover that predictable planning during the design phase is possible and can provide change in how teams think through, and manage design. Learn how teams can leverage 3D-enabled workflows with lean principles to produce single stream information flow in design and construction, eliminating wastefully re-work cycles.
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Hi-Lo of CoLo
Understanding the role that a co-location space can play in team productivity. Case studies of several integrated projects illustrating the evolution of the ‘trailer’ into an office environment will show the good & bad. Key components to consider with teaming and space planning relative to current workplace
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<!–Integrated Design & Delivery Planning Tool
Displays benefits of utilizing industry standardized information classification for multiple use cases downstream – do work once, reuse many times. Displays the method of aligning project stakeholders to clear outcome and the value of combining UniFormat and MasterFormat.
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Designing Design
At the end of the presentation, participants will be able to: identify the breakdowns in traditional project delivery approaches related to complexity, describe the key elements of Target Value Delivery related to the design process and articulate what this process looks like in action through project case studies from the healthcare, entertainment, and sports industries.
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The subject matter of this 105-minute program is What is Gemba and more particularly, How to do a Gemba Walk? It will be presented using a multimedia of PowerPoint and custom videos and reinforced by interactive group exercises, questions and discussions.
The intent is to introduce the basic mechanics of a Gemba Walk and its link to continuous process improvement. It will center on better understanding the current state of value streams; bridging the gap between management, planning and the frontline work; enhancing how to look at work and talk to workers; analyzing and managing waste and resources and raising awareness of efficient job site organization and visual management.
Agenda:
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This abstract will present findings from two LCI-sponsored research studies to further LCI’s primary goal of increasing owner and supply chain satisfaction with design and construction delivery.
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Only with a tightly focused, Lean delivery method, could Bay Area Medical Center’s vision be realized. This presentatin will explain why the project required an integrated approach in order to bend the cost curve with very early trade onboarding, and set-based design.
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The Myth: Project teams cannot achieve a high quality project while being under budget and ahead of schedule. This is achievable through accelerating a team culture that will drive performance, relating Lean Tools to team health, reproducing the success of the project and understanding the value of the client role.
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This presentation will demonstrate different simulations that have helped teams grasp the concept of commonly used Lean tools also demonstrate different coaching styles that have had success and failure with project teams.
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The attendees will see how creating a culture of respect provides a foundation for improving outcomes through Lean initiatives and what it looks like for a knowledge-based firm to implement Lean concepts that enhance design and creativity. Embracing Lean provides value for our clients.
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Luncheon
The big idea here is presenting a technique to arrive at a quality conceptual project budget in a very short timeline, without the input of end users. The technique’s components are good questions and good people to drive good conversation.
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The Weitz team will share with attendees the process and Lean techniques that were leveraged to successfully deliver a $50M, state-of-the-art facility for a public institution. The Weitz team will also discuss the extensive planning process that was utilized, providing attendees a blueprint to follow on their own projects.
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In IPD, we ask the design professionals to pull out of their comfort zone to create a new team. This requires team members to adapt behaviorally for each new project and also demands a new leadership style for the Design teams. This is done by maintaining the vision, setting up frameworks and collaboration.
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The Big Idea: break up the design process into 18+ stages of 2-3 weeks duration, pull plan the entire process using Revit elements as activities and emphasizing predecessor identification and small batching. Do bi-weekly check-ins for accountability and strive for reliable promising with a PPC of 75% or greater.
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The goal is for attendees to understand the design collaboration process of an evolving team, understand the team culture and organization needed to sustain a long term engagement and review the Lean tools and concepts implemented across multiple projects.
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The Lean Journey: An Insider’s View
A Lean Coach with over a decade of experience and a Lean student with less than 18 months of exposure to Lean will discuss the emotional, physiological and comprehension obstacles students face during their Lean journey and how Lean coaches can modify their Lean curriculum and methodology to match the understanding and attitude of their students.
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Creating a Culture of Collaboration
To ensure consistent success on projects, the cultural norms that breed collaboration must be established. In this presentation, how SSOE implemented a firm-wide program to create these norms of behavior will be highlighted.
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Creating a culture of continuous improvement within the project
This presentation shows how focusing on developing people and their understanding of Lean, and engaging in conversations with people as the top priority is crucial to the both success of creating a culture of continuous improvement and the success of the project. Specific techniques used to onboard team members and develop engagement in planning, Lean Thinking and continuous improvement will be identified.
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People Centered Innovation: Contracts and Processes Don’t Build Buildings- People Do
Post-session, participants will know how to create a relational climate on jobsite that enables a successful Lean Integrated Project Delivery, create a shared project vision, values and language for a project, create “Collaborative Engagement,” and build trust with the project team.
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Lessons Learned from a Design-Build Firm’s 30 year Experience with Value Stream Optimization
Present case study of the optimization of the structural steel design/construct process to provide validation of lean principles and concepts. The case study will show road map that can be applied in other design/construct processes within the many building systems and will demonstrate the importance of trust and collaboration.
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Lessons Learned and Best Practices for User Integration During the Design Process for Successful Integrated Design and IPD Process.
This panel will offer the best practices on how to set up user meeting agendas, retrieve, document and follow up on information harvested from meetings. It also will explanation different meeting types including: on-screen and full-size foam mockups, 3D renderings, BIM models, and onboarding Lean to user groups.
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Lean for TI: Investing Time, Not Wasting Time
This presentation will explore Skender’s initial entry barriers to implementing Lean, on smaller tenant improvement projects lasting 6 -14 weeks. The audience will have a better understanding of how to implement Lean tools such as Last Planner® , Pull Planning and Micro-Phasing throughout aggressively-scheduled projects.
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Utilizing Lean Tools and Methodologies on Small Projects
The presentation will provide attendees with inspiring ideas, real-life lessons learned, and examples of practical tools that can be implemented on all projects, regardless of size through Lean tools and processes.
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The Cleanest Project Site in Phoenix: The new SRP Campus
Participants will understand and communicatethe value of 5S in the context of a LEED certified site and its applicability to any construction project. Also, particpants will understand common challenges in implementing 5S and how to confront those challenges so that the 5S program is successful and supports the project outcomes.
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WHY WASTE TIME LEARNING WHEN IGNORANCE IS INSTANTEOUS!
This display will highlight that your ‘people’ include more than just your front line managers or administrative staff. There needs to be deliberate focus on the people adding value to the customer and a fostered learning environment.
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COMMUNICATE, COMMUNICATE, STANDARDIZE AND THEN COMMUNICATE SOME MORE.
This presentation will show an approach to maintain Lean culture consistency as your manpower fluctuates standardization of communication, tools and equipment provides a foundation for continuous improvement as well as the ability to scale based on project size and scopes.
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Networking Break
This presentation is less about a specific project, and will have content from interviews of a individuals representing a cross-section of leaders from all parties. A series of questions will inform and inspire other building communities and paint a picture of how it has affected/infiltrated the Portland O/A/E/C community in a way that is mostly embracing a culture the industry hasn’t used historically.
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Attendees will learn how to provide teams with organizational clarity and how to overcome the five dysfunctions of a team. How to capture commitments in a concise and actionable way. The presentation will answer: What characterizes a “healthy” team Productive conflict? Why does conflict produce trust and true commitment? and Why do teams need to feel vulnerable?
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This presentation will show how team members and their organization’s understanding of Lean and IPD changed over the course of the project and how to actively manage risk and business uncertainty as a team. Attendees will leave with some insight on how to develop tools and strategies that can aid in efficient change management and drive decision making both within the team and with the customer.
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This presentation highlights a method that relies upon the Lean concept of defined small amounts of work reliably, quickly and smoothly flowing. It requires a timed plan for every amount of work. Attendees will be able to use these modifications to workflow.
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Prior to 2015, Merck & Co. was experiencing inconsistent project performance. In an effort to better execute simpler projects and focus GES engineers where most needed, a low segment project program was initiated at the start of 2015. Results thus far have been encouraging.
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Attendees will explore different meeting tools that help eliminate wasted time in the design process, demonstrate easy to use strategies to increase user-group participation in meetings and establish a new base-line process for all projects with or without an IPD contract.
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What we learned from implementing Lean in a complex industrial project organization
Lean successes and challenges include prioritizing Lean work with “day jobs” from staff and leadership to develop waste awareness and collaboration will be highlighted.
Also, the importance of the Plan/Do/Check/Adjust cycle will be featured.
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Scaling lean to the enterprise by focusing on the employees’ cultural transformation
This paper will draw a comparison between the two approaches bringing qualitative a quantitative results and intends to demonstrate that scaling lean to a company can only be successful transforming first the company’s members mindsets and behaviors.
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IPD/Pull Planning: Adapting a Linear Process for an Iterative World
Attendees will understand how teams have modified pull planning to work more fluidly with the iterative design process and how the Contractor and Design teams are organizing themselves to bring the best value during the design phases of the project.
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Self Managing Team of Last Planners
Attendees will identify what worked for two superintendents in developing Last Planners on their projects what behaviors for facilitators of the Last Planner System® that proved successful in making the foremen own and run LPS® as a self-managing team.
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The Purdue School of Construction Management’s Major in Design-Construction Integration: An undergraduate program to fill the growing need for employees prepared to work in a collaborative environment
The panel’s big idea is that the establishment of the trans-disciplinary curriculum for an undergraduate degree in Design-Construction Integration in the Purdue School of Construction Management Technology offers ways to seek and evaluate future employees with the educational background that prepares them for the unique challenges of design-construction integration.
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Developing the first LCI student Community of Practice at Northern Arizona University
Participants will understand how to develop and sustain a student Community of Practice and learn how Lean can be incorporated into a university Construction Management program.
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Collaborative Delivery in the Public Sector – How to Buy
This panel will describe why Lean tools are successful in fostering a collaborative environment on the project, enhancing the constructed product, and advancing the capabilities of field personnel to manage the work.
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Evolution of Outcome based Procurement
This panel will describe historical approach to procuring design and construction teams, show the application of constraints in procuring in public contracting and analyze outcomes desired for projects Identify strengths and weaknesses based on procurement process.
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Last Planner® + 4D = Certainty of Outcome
The knowledge, experience, and broad stakeholder team buy-in is accomplished with the push/pull and the 4D communicates out the plan to all.
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Delivering the Integrated Model to Field Personnel with BIM anywhere
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Virtual Reality’s Current and Future Impact on Lean Design & Construction
Audience members will learn about the current use cases for VR during the design and planning phases and how these effect Lean design. Additionally they will get a glimpse at some of the future impacts the technology can have on our projects for items such as scheduling (sequencing activities), safety and collaboration.
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Lean Coffee is an organized meeting. Participants gather and build an agenda to discuss lean related topics. The discussion is focused and productive because the agenda for the meeting is generated by the attendees. To benefit most from the time, be on time and plan on participating for the entire session.
Breakfast
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Shawn has become one of the world’s leading experts on the connection between happiness and success. His research on happiness made the cover of Harvard Business Review, his TED talk is one of the most popular all time with over 4 million views.
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Al Manshum – Advocate Health – The Preferred Partner Program Master IFOA Agreement
Jim Sexton – Procter & Gamble – Innovation in Prefabrication and Modularization
Ed Fitzgerald – Genentech – Challenges in implementing lean company wide
Moderator – Victor Sanvido, Southland Industries, LCI Board Member
This session will start with three leading owners in the USA who are catalyzing transformation of the Construction Industry. The panel will present:
The panel will then answer questions from the audience for 30 minutes
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Break
The same processes which are the foundation of Lean Construction can be applied to our mental processes through the power of neuroplasticity. Attendees will learn to apply proprietary mental efficiency exercises to make their thinking processes Lean; therefore, experiencing significant improvements in their ability to accomplish more with less stress at work and home.
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This course caters to the “highly independent” alphas in the construction industry. Brent demonstrates how a simple focus on emotional competencies can turn your safety program around. By tapping into the emotional part of safety, your employees will naturally work safer, instead of rebelling against rules and policies. The business will reap the financial benefit of them doing so, allowing the company to build a well-respected reputation around this increasingly important metric. The issue isn’t about your people knowing the safety guidelines; it’s about being motivated to actually follow them. This program provides that motivation.
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This presentation will address the problem of when the team acknowledged a “major breakdown” in the ILPD delivery due to decreased reliability, the team’s disengagement from the project and the CoS, and attitude was overall not positive.
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Participants (especially Owners) will be able to: build an RFP to secure an effective Design or Design-Build team, learn how to incentivize the team to follow through with Lean practices, better understand the level of effort and investment involved in competition type proposals, and to create a selection process that is as Lean as the Design and Construction process.
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“Lean is not about giving up control, but giving up the need to control and empowering your team to feel in control.”
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Transforming the Construction Experience: Skender’s Journey
Audience members will leave with a better understanding of how to empower their employees and why this is important for a company’s longevity and strategic plan. Some key takeaways will be how to shift your company’s core values and sustain them and how Skender evolved on the Lean journey from what we were.
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Lean from the Bottom Up: A Grass Roots Journey
This lean journey began on a large project when a client asked for a Lean transformation. Members of that project team learned and taught the fundamentals of Lean to others and subsequently became Lean champions within our company who continued to learn. This presentation will tell the story of that journey and how by building people and working toward a cultural transformation, others can begin a similar journey.
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Stepping stones to companywide process improvement
This presentation will describe how nurturing Sundt’s CI Leaders supported the development and implementation of the Sundt Management System (SMS) and how the Sundt Management System (SMS) incorporates Lean principles
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Implementing Lean Thinking
Presentation reflects a 3-year Lean journey for Skanska’s New England office of more than 200 employees.It will define Lean in a way that resonates with all role contributors and functional areas, and establishing a common Lean vocabulary
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How Lean Can Help Build a Safety Culture at Your Organization
This presentation will present the leading indicators of a safety culture and provide attendees with the opportunity to benchmark their own organization against the performance on those indicators reported in the Dodge Data & Analytics safety
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ACCIDENTS HURT BUT SAFETY STANDARDIZATION DOESN’T
Lean practices contribute to jobsite safety and collaboration. What is standardization and why is it a ‘good’ thing? Finding your standardization opportunities will be covered in this presentation.
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PSU IPD Project Followup
This presentation will highlight the Target Value Design’s struggles with wishes, wants and needs. How team collaboration sifted out best results/practices for the systems and areas will be discussed along with collaboration with oncoming design assist partners and sharing the load.
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Rolling Out IPD at Colleges and Universities: Case Study of Brown’s IPD New School of Engineering Building
For those who may be apprehensive about undertaking major projects IPD within the academic environment, this session offers practical advice based on proven methods. The question of how signature architects can endorse a delivery method where the cost informs the design and still achieve design goals will be addressed.
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Measuring Lean Project Delivery Health: A Tool for Assessing Progress
Participants will walk away with knowing the he benefits of using a repeatable standard approach for tracking Lean maturity and health on projects as part of an advancement strategy.
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ASSESSMENT INSTRUMENT FOR SELF-REGULATED LEARNING IN INTEGRATED LEAN PROJECT DELIVERY
The learning objectives of the presentation are to understand the theoretical foundations of cognitive behaviorial necessary for the development of a self-assessment tool, explain the process of developing a self-assessment tool to measure the Lean health of an individual and Share results from the implementation of a self-assessment tool in 3 ILPD projects.
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Proven Approaches to Improve Value Realized from Expert Teams and Technology Investments
Attendees will learn to apply standardized approaches to benchmark Virtual Design and Construction (VDC) implementation maturity and project delivery practices. Owners can objectively plan and measurably improve team performance for projects and across portfolios of projects.
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Words of Change: Language Action Theory in Practice
This is an introduction to Language Action Theory, which is the foundational key to success in all Lean processes and tools. This lab will demonstrate how one of the key enablers to meaningful cultural transformation is changing how an organization speaks and listens.
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Luncheon
This presentation will provide an example of organizational change and how using monitoring and metrics can help show progress to gain support from executive management.
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This presentation looks at a project in rural Ontario, focusing on Lean planning, design and compliance (“PDC”) consulting services for the Groves Memorial Community Hospital Greenfield Replacement Project. This case study offers a step-by-step approach to adding value to care providers and patients by addressing all of these aspects of change simultaneously
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This is an overview of the root causes of project success and failure. The audience will have an understanding of the basic elements every project can utilize to maximize the likelihood for success (behavioral alignment, values alignment, governance alignment, milestone planning, and proactive risk assessment) through case studies.
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The audience will take elements or workshops home to try internally, with projects, or with your local professional groups, learn the benefits of investing in yourselves, your vendors, and your vendors’ vendors, and learn how great workshop activities and relevant guest speakers bring a deeper experience for attendees.
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Participants will learn how a Big Data approach to project information can reduce mistakes, shorten activity duration and increase likelihood of perfect field implementation. Also, Participants will see how difficult activities can be broken down into simple visual processes, optimized for built-in quality (BIQ), and synthesized in an Integrated Work Interface.
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Leading the Change – Lean in Construction
Our motivation for this presentation is to share our successes to date and to give the audience an idea of the what is required by all levels to properly plan and implement Lean throughout their organization. It will also focus on the idea that Lean is not just about being more efficient but also about effectiveness in delivering value.
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Building the Lean Enterprise
The presentation will highlight McGough’s Lean Transformation Roadmap which is built around: Strategy Deployment, Values Stream Definition and Implementation, People, Organization, and Culture Development. In addition, the presentation will summarize the challenges encountered and successful approaches utilized in applying Lean principles to the Design and Construction phases of the company’s work.
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Integrated Project Delivery – North Park University Johnson Center
The audience will learn about the process, successes and pitfalls of true IPD that a team successfully completed as the first true IPD in the Chicago Area.
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Owners Overcoming Obstacles to Contract for IPD & Lean: Making the Initial Decision and Implementing a New Way
The participants will understand the similarities of Lean construction with Lean processes generally and how unfamiliarity with contract terms or implementing Lean processes can scare owners and other stakeholders away.
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First time TVD Lessons Learned
This panel highlights shared lessons learned on a first-time TVD experience, behaviors, tools and collaboration. This is an overview of specific examples of steps taken and tools utilized and how Last Planner® was used through the process.
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Value Equals [blank]
“Would it surprise you that a project team member sitting next to you defines success in a completely different way than yourself?” A shared vision of success can be identified with measurable results only through early, open communication between team members, according to this presentation.
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Robust & Practical End-to-End Lesson Learned Process for Effective Project Execution
This presentation will share a lessons learned process of large capital projects that resulted in successful project execution. We will demonstrate with real examples how we leveraged a newly developed Root Cause Analysis (RCA) process to build just-in-time capabilities of the project team members in support of meeting project deliverables.
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Implementation of Lean Construction: By the Wrong People, At the Wrong Time, Under the Wrong Circumstances
This presentation will highlight the importance of cultural continuity within the project team working in an environment of change, while undergoing the inherent transformational qualities that come with using Lean Project Delivery tools and practices.
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KAIZEN WARRIORS!!! Harnessing Talent
Tapping into employee ‘gold’—your most valuable resource. Mining that ‘gold’ has been invaluable.
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Using Lean tools in Non-Operational Departments
This lab is about using Kanban boards and other Lean tools to plan and manage Risk Management and an IT Department in a large construction company.
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Using Lean Coffee as a Tool for Building an Engaged Workforce Focused on Continuous Improvement
One highlight of this presentation is a thorough explanation of Lean Coffee and its benefits that can be gained by implementing it in regards to employee engagement, team building, personal accountability and leveraging employee ideas for continuous improvement
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Employee-driven Continuous Improvement and How to Get There
The audience will learn two effective and applicable approaches to continuous improvement by seeing real data from program outcomes as well as examples of successes and failures.
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The subject matter of this 105-minute program is What is Gemba and more particularly, How to do a Gemba Walk? It will be presented using a multimedia of PowerPoint and custom videos and reinforced by interactive group exercises, questions and discussions.
The intent is to introduce the basic mechanics of a Gemba Walk and its link to continuous process improvement. It will center on better understanding the current state of value streams; bridging the gap between management, planning and the frontline work; enhancing how to look at work and talk to workers; analyzing and managing waste and resources and raising awareness of efficient job site organization and visual management.
Agenda:
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Networking Break
One learning objectives will be To show how a national group can be organized into four areas of focus and incorporate pre-work on “current state”, “what bugs you” and “future state.” This presentaion will demonstrate the application of Lean thinking and processes to non-construction oriented departments within the organization and the benefits gained by marketers seeing the real-world application of Lean
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The key elements necessary to develop efficient and effective A3 Thinkers will be highlighted in this presentation.
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In this session we would like to present an overview of our company’s journey to improve in these performance areas over the last several years. When we first embarked on our journey, we faced several challenges, which will be discussed.
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Faced with 80-hour weeks, lack of trained personnel, and an ever increasing demand for world-class deliverables, the VDC team was on the edge of falling off a cliff. It was at that point the hierarchical structure was scrapped and the Scrum Journey began.
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This panel will show how the case study of $1.5B UCSF Medical Center at Mission Bay, which opened with LEED gold certification as the world’s largest fleet of robots and San Francisco’s only operating hospital helipad achieved an optimal healing environment that delivered the project ahead of schedule and under budget.
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LCI Awards Presentation
Tulsa Tube Bending’s efforts have generated thousands of process improvements resulting in a 130% increase in productivity, making the company’s Lean process improvement implementatione one of the best in its region.
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Closing Remarks
* Bus transportation from the hotel is provided and REQUIRED
20 min from Chicago Hilton
PPE Requirements:
Closed toes shoes. All other personal protective equipment provided by host.
Host:
Clark Construction
Tour description:
MPEA’s development of a new arena will host sporting events, concerns and other events. The arena will be the home to the DePaul Blue Demon’s basketball programs. This is a design assist project hosted by Clark Construction and is 10 mins from the hotel.
* Bus transportation from the hotel is provided and REQUIRED
20 min from Chicago Hilton
PPE Requirements:
Closed toes shoes. All other personal protective equipment provided by host.
Host:
Berglund
Tour description:
This project at the University of Chicago, when complete, will be the host of some of the brightest minds in research. Part renovatio,n part new construction, this project poses ongoing challenges for the design bulid team. This tour will be hosted by Bergland and is 30 mins from the hotel.
* Bus transportation from the hotel is provided and REQUIRED
20 min from Chicago Hilton
PPE Requirements:
Closed toes shoes. All other personal protective equipment provided by host.
Host:
Power Construction
Tour description:
This project at Northwestern University is in the early stages of foundation and structure erection. Built next to and on top of an existing building, this project presents a unique set of challenges for the construction team. This tour will be hosted by Power Construction and is 15 minutes from the hotel.
Address:
3318 West Ogden Ave. Chicago
20 min from Chicago Hilton
* Bus transportation from the hotel is provided and REQUIRED
PPE Requirements:
Closed toes shoes. All other personal protective equipment provided by host.
Host:
WB Olson, Inc.
Tour description:
New Charter School is an urban renewal site in the economically disadvantaged neighborhood of North Lawndale. K-8, 60,000 SF, 3 story, precast and steel frame, LEED Platinum. A great example of Urban Renewal. Hosted by WB Olson, Inc. Read up about Legacy’s great work www.legacycharterschool.org
Tour Guide(s):
Dave Olson, Dan Polfuss
* Bus transportation from the hotel is provided and REQUIRED
20 min from Chicago Hilton
PPE Requirements:
Closed toes shoes. All other personal protective equipment provided by host.
Host:
LoDestro Construction
Tour description:
This project at Northwestern Hospital is a renovation of an existing space into cytogenetics’s lab. This tour is hosted by LoDestro Construction and is 15 minutes from the hotel.
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