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This agenda is current as of Friday 10/11/2019.
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Join us for a full breakfast buffet.
What if you could add more value for your customers while meeting schedule and budget requirements? By recognizing the various types of waste in project delivery processes, you can start to increase productivity by implementing the Lean approaches taught in Introduction to Lean Project Delivery. With a small mindset shift, the silos set up by traditional delivery methods can be broken to allow architects, engineers, general contractors, trade partners and owners to closely collaborate and problem solve together. This 5-6 hour LCI learning course, taught with real-life design and construction examples and a hands-on simulation, will be an important step on your journey to achieve Lean thinking.
Staying within the allowable budget and ensuring the team’s innovation decreases waste and increases value to the customer are attributes of successful project delivery and can be achieved through Target Value Delivery (TVD). TVD is a disciplined management practice with several phases (Business Case Planning, Validation, Value Delivery and Value Post Construction) meant to be applied holistically to obtain maximum value. The phases of TVD can be supplemented by core components like team organization, Big Room, project planning, cost modeling, continuous estimating and conceptual design. Start your journey towards mastering each of the TVD phases and all of the core components through simulation, group discussion and step-by-step guidance in the 8-hour Target Value Delivery learning module to align your project deliverables with customer-defined value.
Choosing By Advantages Training taught by instructor John Koga uses lecture and hands-on activity to explain the sound methods of the CBA Decision-making System individually or as a team. This course is split into 2 unique sessions to emphasize a major difference in decision types. Join us to learn about a new decision-making approach and receive a certificate of participation, AIA LU credit, Koga’s spreadsheet files and how to order a 3-volume set of CBA books by the originator Jim Suhr.
Choosing by Advantages Day 2: Priority and Resource Allocation Decisions
Day 2 CBA – Priority and Resource Allocation Decisions – Stay for the 2nd day to build your CBA knowledge. Participation in Day 1 or Instructor Approval of skill (bring work sample) is a required prerequisite for Day 2. In this session participants will:
1. Learn about using different sound methods for different decision contexts.
2. Through simulation, practice sound methods for prioritizing the things or plans alternatives in a set and allocating limited resources.
3. Learn about to calculating and applying life cycle cost information.
4. Learn about to integrating CBA with lean’s A3 thinking.
5. Review of the nine CBA Principles and receive supplemental CBA information.
Getting Things Done® (GTD®) Training teaches skills to increase focus, prioritize commitments, and achieve stress-free productivity. TURN CHAOS INTO CONTROL:
Participants learn a system to reduce mental clutter and take control of their thoughts and tasks. ALIGN FOCUS AND ACTIONS: Once in control, participants learn practical skills to reduce decision fatigue and focus on next actions. INCREASE PRODUCTIVE MOMENTS: These skills applied consistently to the right tasks and projects create more stress-free, productive moments. IMPROVE INDIVIDUAL EFFECTIVENESS: Productive moments yield increased reliability, efficiency, and effectiveness in the projects and moments that matter most.
Come attend this unique training opportunity to learn the Toyota Production System from a former Toyota teammate. The course will be conducted using a blend of classroom study and hands-on work in an assembly line learning lab. Students will learn the basic elements of TPS, receive training in taking takt time measurements of a production process, and work throughout the day to optimize an assembly line.
Lean is increasingly being used in Design-Build project delivery and naturally supports and builds on the collaborative environment necessary for success in design-build. Learn how Lean naturally fits into design-build delivery and how you can integrate Lean into your design-build projects. The concepts of Big Room, Last Planner System® and Target Value Design are all integral to building successful teams that in turn deliver successful projects. Target value design is a key component in the growing application of Progressive Design Build to enhance the value proposition for owners.
Kaizen means a change for the better. A Kaizen event is about taking the current state of a process or value stream, make it better and keep it that way …until the next improvement. This training will help you to “put it all together” to improve flow efficiency. Learn how to use lean principles, methods and tools to see waste in your current process and how to design and implement a sustainable improved process.
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.
How inventory and work in progress relate
• Define 3 different types of variation
• Explain the concept of throughput
• Distinguish the concepts of throughput and work in progress
• Describe the role of variation in production operations
• List sources of variation in construction settings
• Explain/contrast variation mitigation techniques
Most in the design and construction industry experience Lean for the first time at the project level but then soon recognize the potential of Lean at an organization level. This course will help you map your Lean journey from design (plan) to implement (do) to sustain (check and adjust). Elements of the course include:
• Defining “Lean” for your organization – How it supports your business strategy
• Creating your Lean Transformation plan – What are the possible components
• Implementing the plan – Use lean thinking in your lean transformation
• Keys to successful implementation and pitfalls to avoid
• Empowered staff and supportive management
• The role of lean leaders and early adopters
• How lean organizations support lean projects
• Sustaining the transformation – A lean organization is a learning organization
• LCI resources to fuel your transformation
The Safety and Lean course includes the following elements:
• Behavior-based safety culture,
• Lean principles & tools for improving safety,
• Making things visible,
• Getting everyone involved in continuous improvement,
• Getting to root causes of problems in safety,
• Using leading metrics to build a safety culture,
• The role of standardized work,
• Learning through actual scenarios.
Learn the principles of Scrum and how to apply the process to typical design and construction activities to increase productivity.
Course participants may either eat in the ballroom or may take their boxed lunches back to the course room for more instruction based on instructor preference.
Unpredictable workflows correlate with an increase to construction costs and schedules. In response to 1990s research revealing 54 percent of construction project commitments were completed on time, LCI developed the Last Planner System® (LPS®) with five levels designed to help project teams maintain reliable workflow while maximizing efficiency and safety. Now, you can complete LCI’s Introduction to Last Planner System® to learn how it improves communication, trust and transparency across all stakeholders. Engage in group discussions and see for yourself how variations in flow impact the entire project with the Parade of Trades simulation embedded in this 4-hour LCI education course.
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. This LCI education course will include a learning simulation to support the concepts.
Learning objectives:
• Why teams are more effective
• The principles supporting Last Planner System®
• Last Planner System® beyond just the Pull-planning session
• How the principles are adapted for design phase vs. construction
• Real team examples and experiences will be shared
High-performing teams function on collaborative brain power to rapidly advance work and add value by driving down overall project costs in a Big Room setting. Effective Big Rooms are only possible with the right kind of mindset and behaviors that break down the traditional silos to allow for cross-functional team collaboration and decision-making. LCI’s Mindset of an Effective Big Room education course creates a simulated Big Room experience encouraging you to create, manage and lead your own detailed Big Room concept and implementation plan tailored to your project’s specific needs whether you have had previous experience or not. Small groups will discuss on-boarding new members, technology and real world challenges to Big Room implementation and report back to the large group to share and create a list of standards and better practices.
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:
• Compare batch-and-queue and continuous-flow production systems
• Distinguish push systems from pull systems
• Describe the impact of pull on production systems
• Explain pull strategies in construction operations
Objectives:
•Define batch & queue processes
•Explain Little’s Law
•Identify limitations of pull systems in construction
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. Following this course, you will be able to:
-Distinguish between the varying definitions for design.
-Define value and commonly used methods to maximize it.
-Discuss waste and commonly used methods to minimize it.
-Differentiate between traditional project methods and lean design.
-Explain the various lean tools used in design and how to deploy them.
This course will focus on how and where to start, how to advance Lean within a design firm, and the importance of leadership support of Lean efforts. Lean is a culture shift, not only using a few new tools. You will leave this course knowing how to gain momentum no matter where you and your company are on their Lean journey.
Join us for a full breakfast buffet.
What if you could add more value for your customers while meeting schedule and budget requirements? By recognizing the various types of waste in project delivery processes, you can start to increase productivity by implementing the Lean approaches taught in Introduction to Lean Project Delivery. With a small mindset shift, the silos set up by traditional delivery methods can be broken to allow architects, engineers, general contractors, trade partners and owners to closely collaborate and problem solve together. This 5-6 hour LCI learning course, taught with real-life design and construction examples and a hands-on simulation, will be an important step on your journey to achieve Lean thinking.
Staying within the allowable budget and ensuring the team’s innovation decreases waste and increases value to the customer are attributes of successful project delivery and can be achieved through Target Value Delivery (TVD). TVD is a disciplined management practice with several phases (Business Case Planning, Validation, Value Delivery and Value Post Construction) meant to be applied holistically to obtain maximum value. The phases of TVD can be supplemented by core components like team organization, Big Room, project planning, cost modeling, continuous estimating and conceptual design. Start your journey towards mastering each of the TVD phases and all of the core components through simulation, group discussion and step-by-step guidance in the 8-hour Target Value Delivery learning module to align your project deliverables with customer-defined value.
Lean Supply Chain and Assembly is a one-day, instructor-led course that explains the concept of lean supply chain and assembly. Following this course, you will be able to:
-Differentiate between traditional procurement practices and lean supply chain applications;
-Identify waste and value-adding activities within the supply chain and assembly;
-Evaluate the impact of using lean supply chain on waste elimination, continuous flow and site operations pull;
-Identify strategies needed at the project and company levels to support the lean supply chain;
-List examples of process improvements to the lean supply chain;
-Expand lean beyond the individual project; and
-Create a value stream map to diagnose and improve the supply chain.
Day 2 CBA – Priority and Resource Allocation Decisions – Stay for the 2nd day to build your CBA knowledge. Participation in Day 1 or Instructor Approval of skill (bring work sample) is a required prerequisite for Day 2. In this session participants will:
1. Learn about using different sound methods for different decision contexts.
2. Through simulation, practice sound methods for prioritizing the alternatives in a set and allocating limited resources.
3. Learn about calculating and applying life cycle cost information.
4. Learn about integrating CBA with Lean A3 thinking.
5. Review of the nine CBA Principles and receive supplemental CBA information.
https://www.vitalsmarts.com/crucial-conversations-training/:
Crucial Conversations Training teaches skills for communicating when the stakes are high, opinions vary, and emotions run strong. IMPROVE DIALOGUE & ENGAGEMENT: Participants learn the dialogue skills demonstrated by top performers—skills that help you talk with anyone about anything to reach alignment and agreement on important matters. CREATE BEHAVIOR CHANGE: These skills turn in to behaviors that improve decision making, commitment to action, productivity, and relationships. BUILD HIGH-PERFORMANCE & CULTURE: Consistent behaviors lead to organizations, teams, and individuals developing high-performance cultures based on trust and respect.
I’m always busy…SO WHY IS NOTHING GETTING DONE? An immersive one-day experience in Lean for the Office. Internal politics. Unnecessary meetings. Lousy information flow. Poor decision-making. All of these culminate in an unpleasant – and let’s face it, farcical – annual review for the office worker. All knowledge work is subjected to extremely high levels of variation, stress, and changing demands. And yet the modern office rarely has an agreed-upon way of working to handle these conditions. We assume processes need to be heavy or filled with jargon or additional work. But process is actually how we agree to work together. In its absence, we are hard pressed to get anything done at all. In this one-day immersive experience we will explore the impact of overload on both the individual and the team; politics and “work-arounds” that start quietly and quickly morph into unwritten rules; and smooth work-, information-, and communication-flows that can lead to happier, less stressed, and more effective teams. Fair warning: we will use Act-and-Reflect teaching in parts of this class. You will be given instructions, act on them, and learn through the reflection. Just like real life, some activities come with a pre-amble and some do not.
Learn proven ways to Implement Last Planner System® and to engage the team for success! This intermediate/advanced workshop is customized for superintendents and foreman of both general and trade contractors who want to learn ways to productively lead and collaboratively participate in planning. Learn sound techniques and critical leadership behaviors that you need to implement LPS® effectively to create a steady workflow on your projects. In other words, this will help you eliminate the aggravation of rework and waiting around to perform your work. Learn and practice 10 proven techniques developed from over 1000 pull planning sessions that are rooted in the latest neuroscience of high-performing teams. Walk away with a complete set of tools and instructions to lead your projects.
Objectives:
•Obtain an understanding of the Last Planner System® (LPS®)
•Develop an understanding of the skills and attitude necessary to truly cooperate successfully
•Identify the important ways the LPS® structures the conversations necessary to work reliably
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.
Unpredictable workflows correlate with an increase to construction costs and schedules. In response to 1990s research revealing 54 percent of construction project commitments were completed on time, LCI developed the Last Planner System® (LPS®) with five levels designed to help project teams maintain reliable workflow while maximizing efficiency and safety. Now, you can complete LCI’s Introduction to Last Planner System® to learn how it improves communication, trust and transparency across all stakeholders. Engage in group discussions and see for yourself how variations in flow impact the entire project with the Parade of Trades simulation embedded in this 4-hour LCI education course.
The Visual Decision Plotter™ (VDP) was developed by, and for, lean design and construction. This decision-making method anchors to core lean principles that identify value, reduce wastes and standardize. We Sharpen Thinking to Simplify & Expedite Deciding.
Productive, focused and efficient dialogue results for Project Teams and Owners facilitated by the VDP platform and (lean) visual management tools. VDP supports Big Room behaviors with hands-on tasks to engage, collaborate and respect.
Learn, implement and advance this continuous improvement effort developed in-house by design and construction colleagues that have collaborated to tackle one of the biggest reasons that stop our work.
Regrettably, though deciding is done continuously we also still experience waiting on decisions – a long-term plague in our lean journey with costly wastes.
Decisions and decision-making are required and made all day every day. Researchers suggest adults make ~ 270 conscious decisions each day. What is our skill level at this critical and continuous task? How are we actually deciding things? No pre-requisites for attendees (other than a desire to learn and improve).
This course offers up to 7.0 AIA learning units.
This presentation will introduce Lean Project Delivery as an “operating system” based in principles and use of appropriate tools. Participants will learn that Lean is about understanding value and eliminating waste. The overview is focused on the practical implementation of Lean approaches, including examples of how teams actually implement Lean.
Learning objectives:
•Understanding that Lean is an operating system comprised of principles and tools.
•Understanding how the principles and tools are relevant to Design and Construction.
•Understanding primary Lean tools, such as: Last Planner System®, •Target Value Delivery, Big Room Concept, Set-Based Design, and •Building Trust in project delivery and its role in improving schedule and cost.
Last Planners like superintendents and foremen who are engaged at the workface and have used Lean tools like Last Planner System® on 3-5 projects can benefit from this small-scale learning and networking forum. In an open-space learning environment, participants nominate and vote on discussion topics before breaking into groups for in-depth exploration. Groups will reconvene and present their flip chart findings and lessons learned to the entire audience so that everyone can benefit.
Possible topics could include (but are not limited to): takt time, LPS® milestone planning, phase pull planning, look-ahead planning, weekly work planning, LPS® metrics, onboarding, Lean leader role, seeing waste
Screen reader support enabled.
Most in the design and construction industry experience Lean for the first time at the project level but then soon recognize the potential of Lean at an organization level. This course will help you map your Lean journey from design (plan) to implement (do) to sustain (check and adjust). Elements of the course include:
• Defining “Lean” for your organization – How it supports your business strategy
• Creating your Lean Transformation plan – What are the possible components
• Implementing the plan – Use lean thinking in your lean transformation
• Keys to successful implementation and pitfalls to avoid
• Empowered staff and supportive management
• The role of lean leaders and early adopters
• How lean organizations support lean projects
• Sustaining the transformation – A lean organization is a learning organization
• LCI resources to fuel your transformation
The Safety and Lean course includes the following elements:
• Behavior-based safety culture,
• Lean principles & tools for improving safety,
• Making things visible,
• Getting everyone involved in continuous improvement,
• Getting to root causes of problems in safety,
• Using leading metrics to build a safety culture,
• The role of standardized work,
• Learning through actual scenarios.
The audience will understand what changes have been made in Last Planner® 2.0 and how they will benefit its users. LPS® 2.0 recommends:
Each of the above will be briefly explained, reserving as much time as possible for questions and discussion.
Course participants may either eat in the ballroom or may take their boxed lunches back to the course room for more instruction based on instructor preference.
5S is a core Lean method to make work flow efficiently. It is about keeping our workplace organized, clean, safe and productive. 5S is a way of thinking to see and eliminate waste. This training is centered on 5S for construction, primarily in the field. Participants will also learn how to use 5S thinking in the office, our personal workspace and in how we see and manage processes. It is called 5S because each word starts with “S” (Sort, Straighten, Shine, Standardize, Sustain). This training will… (1) Explain each “S” with practical examples. (2) Go on a virtual 5S assessment walk, (3) Show you how to implement and sustain 5S on your jobsite using “Just-in-time”, “Everything on Wheels” and “Nothing hits the ground”, and (4) Build consensus and support for 5S in your team.
High-performing teams function on collaborative brain power to rapidly advance work and add value by driving down overall project costs in a Big Room setting. Effective Big Rooms are only possible with the right kind of mindset and behaviors that break down the traditional silos to allow for cross-functional team collaboration and decision-making. LCI’s Mindset of an Effective Big Room education course creates a simulated Big Room experience encouraging you to create, manage and lead your own detailed Big Room concept and implementation plan tailored to your project’s specific needs whether you have had previous experience or not. Small groups will discuss onboarding new members, technology and real world challenges to Big Room implementation and report back to the large group to share and create a list of standards and better practices.
Learn the principles of Scrum and how to apply the process to typical design and construction activities to increase productivity.
This course will provide the framework of implementing a Lean program and provide lessons learned from our success and shortcomings. It will also demonstrate tools that can be used to train, implement, and analyze that will all lead to a true culture shift. The attendees will learn how to drive waste reduction by making all employees focused solely on value added activities for the customer through respect and continuous improvment. We will share examples of actual WWPs, PPC charts, and variance reports. We will show how to read them and how it can lead to focused problem solving events. We will also show the 7-step problem solving process.
Learning objectives:
• The attendee will how to read and analyze WWPs, PPC charts, and variance charts.
• The attendee will be introduced to the 7-step problem solving process.
• The attendee will lear how to properly capture tasks, goals, categories, and reasons for variance on the WWP
The Visual Decision Plotter™ (VDP) was developed by, and for, lean design and construction. This decision-making method anchors to core lean principles that identify value, reduce wastes and standardize. We Sharpen Thinking to Simplify & Expedite Deciding.
Productive, focused and efficient dialogue results for Project Teams and Owners facilitated by the VDP platform and (lean) visual management tools. VDP supports Big Room behaviors with hands-on tasks to engage, collaborate and respect.
Learn, implement and advance this continuous improvement effort developed in-house by design and construction colleagues that have collaborated to tackle one of the biggest reasons that stop our work.
Regrettably, though deciding is done continuously we also still experience waiting on decisions – a long-term plague in our lean journey with costly wastes.
Decisions and decision-making are required and made all day every day. Researchers suggest adults make ~ 270 conscious decisions each day. What is our skill level at this critical and continuous task? How are we actually deciding things? No pre-requisites for attendees (other than a desire to learn and improve).
This course offers up to 7.0 AIA learning units.
This session will share with the audience the fundamental purpose of validation, its process and benefits. Lessons learned and existing resources will also be shared. 019 LCI Congress Validation proves or disproves whether the project team can successfully deliver a project while meeting owner constraints. It results in an informed decision by the owner on whether or not to authorize a project. Validation is executed with little or no design and ahead of the contractual agreement. In essence, the practice of validation builds predictability -the team’s ability to anticipate project outcomes early in the delivery process. After this session, attendees will be better prepared to plan for the validation of their projects.
Network with attendees and exhibitors while you enjoy drinks and light hors d’oeuvres in the exhibit hall. All registrants are invited.
A ticket is required to attend the Lean Coffee. 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.
Join us for a full breakfast buffet.
New York Times best-selling author Greg McKeown will bring the message of his latest book, “Essentialism: The Disciplined Pursuit of Less” along with his experience as the founder of McKeown, Inc., to enlighten audiences from around the world including the Annual Conference of the World Economic Forum in Davos Switzerland. The McKeown, Inc. is a company with a mission to teach Essentialism to millions of people around the world and clients such as Adobe, Apple, Google, Facebook, Pixar, Twitter, VMware and Yahoo!
Kicking off a major infrastructure upgrade project with high goals to replace the normal and emergency electrical power system and much of the HVAC system of the hospital, our team with experience in many traditional project delivery models determined that IPD would provide the best model to meet the project objectives of A.I. duPont Hospital for Children because of their dedication to “Lean Process & C.I.”. We were confident this was the right choice but “We did not know what we did not know”. This presentation details how our hopeful project team came to embrace the IPD model, and learned to personalize Lean methods to “Control Our Own Destiny”.
Our optimistic start soon met schedule challenges, environmental issues, and a new confined space designation for interstitial space. Committed to using Lean principles we realized we needed to develop an approach that met the owners needs for flexibility in replacement of MEP infrastructure components. We learned to pull plan critical path activities, modify shop drawing reviews to expedite approvals, involve trade partners in production of construction documents, and started a never-ending process of improving meetings and their documentation. These multiple changes, and more importantly our determination to not give up and go back to traditional delivery methods, enabled us to begin to break out of our silos of normal trade and design responsibilities. We will show you our path and the tools we used on our journey.
Identifying successes & areas of improvement is imperative for a team to continuously improve & perform at the highest level. Sturgeon Electric has developed a group oriented, A3-style tool called “Rocks in the Road” to help teams of approximately 5-60 people of any experience level to identify successes that can be leveraged & obstacles to continued success. This tool can be applied by design groups, jobsite teams, multi-disciplinary teams, individual organizations, or communities of practice. Teams meet to identify areas where the team or project is performing exceptionally and identify obstacles or challenges that might hinder success. The group then focuses on obstacles or successes by prioritizing the issues & identifying possible root causes of the top issues utilizing fishbones, 5 why’s, or other lean tools. Finally, an action plan is developed to mitigate the identified obstacle & regular follow-ups are performed.
The Rocks in the Road tool has been used twice on the Children’s Hospital Colorado IPD project to address critical issues. Once to discuss obstacles in the team’s path as it transitioned from design to construction and again to address team scheduling issues. The team developed action plans to address concerns of each: (first RIR session) non-MPA buy-in, team communication, workflow, (2nd RIR session) last planner training and a schedule management plan. Processes have been put in place directly as a result of these sessions to alleviate these issues.
Nationally recognized for medical expertise innovation, Advocate Aurora Health’s Illinois Masonic Medical Center brings specialized medical care to Chicago’s North Side. To modernize its sterile processing, AAH embarked upon a new 10,000 SF Central Sterile Processing Department (CSPD). AAH, along with Boldt, HDR, IMEG, and its Trade Partners, formed an IPD team to execute the project.
To improve processes that add value, the IPD team set-out to realize the benefits of Value Stream Mapping. Team members developed a phased execution plan which defined interactions, process mapping, analysis and brainstorming, and future state development. Time was spent within the existing sterile processing department observing workers and asking questions to mine for unrealized opportunity. Brainstorming resulted in ways to minimize waste, improve ergonomics, and streamline work processes. Current state process maps morphed into future state. Walls were marked in the actual space and users physically walked through their future work flows. To ensure clarity and seek feedback, the future state was modeled and shared using Oculus headsets and Virtual Reality.
Participants will gain understanding of how to execute Value Stream Mapping and integration of virtual reality in the process. The business case for investing resources in such efforts will be discussed. Lessons learned and key take-aways that focus on planning, engagement, and realizing value from VSM and VR will be shared.
How do companies build great teams when the market of available labor is has been greatly lessened? You partner with local organizations that work hard at offsetting this issue. CityBuild of San Francisco, CA is just that organization. Over the last 7 years Southland Industries has partnered with CityBuild to help interview, instruct, provide hands on training and ultimately hire Pre-Apprentices through the Local Unions to successfully work on our projects. We believe this model should be replicated across the country to help identify and build a willing and capable workforce. Come learn how CityBuild operates and partners with the local unions and union contractors to prepare their students to successfully enter the construction industry. The CityBuild program is 18-week course that trains it’s clientele on basic construction practices, physical education and appropriate behaviors to be successful in the trades.
The job of a Lean Champion or any change agent is as much about learning as it is for the teams and organizations they guide. In this panel, you will hear about coaching from three different perspectives: the external Lean consultant, the internal champion with a formal Lean position and corporate mandate, and the internal champion without a formal Lean role or mandate. We will discuss what we have learned in our role as coaches (especially the failures), the challenges we continue to face and our current approaches and ongoing experiments.
Key take-aways will be:
• the importance of and our methods of engaging in PDCA as a coach (with examples);
• the challenge of creating a sustained lean culture is more about developing people than tools or methods;
• the importance of having a community of peers to reflect with and share learning; and
• common coaching challenges and approaches regardless of the coaching perspective.
Learn to leverage the power of the morning huddle for trade partners, even if the GC isn’t implementing Lean on the project! This session will help trade attendees understand the power of a brief 20-minute daily huddle that teaches Lean to every craft worker in order to empower them to have a voice, see waste and be a part of improving the plan reliability where it matters – at the place where value is created.
Learn how one of the nation’s Top 10 Children’s Hospital’s is transforming the way there Colorado construction projects are delivered. The journey has included many lessons learned and challenges as they navigate trying to change behaviors and break through the all too common issues with budget and schedule. The owner and key partners will share the research completed that compares pre-construction data as well as findings from a short survey of project participants to analyze the differences in contracting methods and outcomes. Hear directly from an owner what strategies worked and what you may not want to do!
This session will provide an actionable template others can implement to build a Lean field program for supervision and crew members. Specific examples of how to train, support and sustain a Lean culture in a trade contractors work through the Weekly Work Plan process will be shared along with lessons learned that have refined our implementation and continuous support processes. Topics included are:
18 hour training class curriculum
Certification program after class completion
Certification program for field application
Demonstrate how to set up a daily stand up board and run a stand up meeting
Assessment program measuring and coaching for Lean actions and results
Examples of a waste walk form for field supervision
Examples on how to set up inventory control systems
The evolution of tools for Lean developed by tradespeople
As owners, designers and builders we strive to deliver a product that improves the life of anyone who enters the space. There is evidence that proper project definition and goal setting at the onset of the project improves outcomes. But where do you start? How do you know what to improve? Education on basic principles and project alignment is the first step on your journey.
As the rise in industrialized construction has begun to take hold, many global construction leaders are taking inspiration from the manufacturing industry to optimize their productivity.
Explore the business case for changing traditional fabrication operations, and how teams have successfully secured support for their initiatives.
Learn how to transform the traditional construction approach, identifying beneficial structures and lean processes established in the manufacturing industry and adapting them for offsite facilities.
Reveal a step-by-step process one company took to standardizing their systems and establishing industrialized production lines to optimize productivity.
The audience will understand what changes have been made in Last Planner® 2.0 and how they will benefit its users. LPS® 2.0 recommends:
Each of the above will be briefly explained, reserving as much time as possible for questions and discussion.
The Kanban Method may be the best way for a workgroup to take better care of themselves, their customers and their company. Join us for a fast-paced hands-on exploration of the kaizen method that brings improving flow to the work of professionals.
Facilitated by Hal Macomber and Terri Erickson
Learn why it’s not enough to limit an on-boarding process to the core development team. It takes a “Village” to maximize the benefits of process improvement and the synergies of an IPD process. If the on-boarding process stops with the core team that is signatory to the contract, other project delivery partners may not be as motivated to reach target cost goals. See how Children’s Hospital Colorado is driving a culture of lean delivery into their subcontractor partner labor team for their $95M hospital initiative. We will share the tools being used to build on the “why” of the project, the passion needed for the project to open communication and reinforce trust in an IPD team. Attendees will learn how to apply various on-boarding tools that CHCo has implemented for new team partners and build on team communication and trust in order to sustain a positive culture of constant improvement. These tools can be scalable to large and small projects.
When underground utility information is incomplete or missing, how do you ensure critical services remain uninterrupted, field teams are safe and a project isn’t hindered with hefty fines or repairs from a utility strike?
Despite having a process that went beyond OSHA requirements, our field teams were still hitting underground utilities on job sites, and we’re not alone. Each year, approximately 700,000 underground lines are struck during excavation work. The cost of one utility strike may rise to hundreds of thousands of dollars, and insurance typically doesn’t cover the loss. We facilitated a root cause analysis to determine why there were still strikes and the answer was simple: because you can’t see utilities that are underground.
Understanding this wasn’t a problem unique to Pepper Construction, we knew we couldn’t solve it on our own. Our panelists will break down how they worked through the Plan Do Check Act process to come up with a new 10-step Underground Utility Damage Prevention (UUDP) program. The collaborative process engages our trade, virtual construction and safety teams to take advantage of existing technology to get accurate information.
Since our initial meeting two years ago, UUDP has become standard on all our projects to get the most accurate information in the hands of those in the field and to offer an accurate deliverable to owners.
The merger of Advocate Health Care and Aurora Health Care presented challenges and opportunities within planning, design and construction to unite two established organizations from Illinois an Wisconsin respectively, into a cohesive integrated platform. Specifically, each system had a fully developed outpatient brand with lean operating models, facility standards, and processes for planning, designing, building and delivering multiple clinics each year. This session will walk attendees thru our step by step approach of synthesizing the key metrics of success and operational drivers while optimizing proven processes thru a lean delivery system
What happens when two competing General Contractors come together in a joint venture, decide to implement lean, and hire trade partners with questionable lean experience? The answer may surprise you! Attendees of our presentation will walk away with key takeaways to improve communication to the client, learn the steps to incorporate the Last Planner System into the daily grind, and hear the struggles our team went through to foster lean thinking from all involved.
Remember the tree swing cartoon? Each stakeholder’s vision of success could lead to drastically different realities if implemented. To avoid 8 different interpretations of the tree swing, DPR has embarked on a quality control mission known as Distinguishing Features of Work (DFOW). DFOW allows project teams to better understand stakeholder expectations and develop measurable acceptance criteria to reduce (and ultimately eliminate) rework.
This presentation would seek to educate participants about the DFOW mission by:
– Immersion into a miniature version for the session
– Soliciting the group’s desired outcome, the presentation will guide the discussion in a way that meet’s the group’s goals while enhancing their knowledge of how effective quality control works
– Highlighting case studies from DPR’s Carolina’s business unit
– Include owner and designer feedback regarding successes, challenges and opportunities for improvement
The desired outcome is for all participants to understand how to better define the conditions of satisfaction to achieve common success for all project stakeholders.
Robins & Morton will demonstrate how an Owner/Contractor/Architect (OAC) Daily Huddle can be implemented. This will be achieved through performing a daily stand up meeting with the Owner, Designer and Contractor Project Management, including review of the weekly work plan with metrics and constraints with countermeasures.
Toyota has been sharing the Toyota Production System (TPS) outside Toyota in non-automotive settings since 1992 through it’s non-profit division the Toyota Production System Support Center (TSSC). TSSC completed over 400 projects working on-site to build the TPS culture to drive results in settings like furniture, appliances, food, industrial products, volunteer based home construction, government and food banks. TSSC’s Vice-President, Jamie Bonini, will share some lessons learned from Toyota building the TPS culture outside Toyota in non-automotive settings. He will first describe TPS has an organizational culture of highly engaged people solving problems (or innovating) to drive performance. He will then share the TSSC approach to building the TPS culture outside Toyota and illustrate this approach with several short video case studies including one from the Saint Bernard Project that rebuilds home after disasters with volunteer labor. He will conclude by sharing a list of key lessons learned over the 25 years.
A Blueprint for Builder’s Lean speaks directly to the “boots on the ground,” simplifying and clearly articulating the benefits of seven primary Lean concepts, and delivering them in a highly-relatable, immediately-applicable, and field-friendly manner. Attendees will walk away with an easy-to-follow blueprint and implementation plan to lead their team and dramatically improve their project delivery process through the following principles:
#1 – Daily Huddles
#2 – Visual Communication
#3 – The Eight Wastes (through the lens of a construction project)
#4 – Constraint Management
#5 – Pull Planning
#6 – Last Planner System and Look-Ahead
#7 – Root Cause Analysis through Percent Plan Complete (PPC)
In the AEC industry, there is a slow push for a single party to own the modeling from early in design through fabrication and construction. In doing so, design intent and key decisions can be kept intact and coordination can occur at the fabrication (LOD 400) level without the traditional big dip in knowledge as the project shifts from design to construction.
On the MEP side, design-assist trade partners are involved early on, but there has not been a similar push in the structural and enclosure sides. As a result, some engineers and designers are re-thinking how they can bring value to the overall project.
Building on a presentation at the 2017 Congress, this session will re-introduce the concepts of flow efficiency in structural and enclosure delivery and provide several case studies from higher ed, healthcare, sports, and entertainment where projects have benefitted from both an integrated digital approach and people-focused collaboration to create shared project understandings that drive improved outcomes. The presenters, a structural engineer and a union iron worker turned modeler, will dive into the recent successes and challenges (both internal and external) that they have experienced in their journeys from concept-level models to coordinated, multi-trade LOD400 models. They will share the “how”, “why”, and “how much” that the lean processes are saving in tangible costs and construction schedules.
The human default is to perform tasks how we always do have always done them because it is easy and comfortable. Accepting change or breaking from the norm is not a “natural” behavior; However, our project team and the Owner were willing to try something different by using an integrated project delivery (IPD) approach for a large hospital expansion in Colorado. The term integrated project delivery (IPD) is frequently used in the AEC industry today, but there is an important difference between “IPD-like” and a true multi-party IPD project. The key to the success of a multi-party IPD project is the equally shared responsibility reflected in profits and losses shared among all of the contractual team members. We will discuss the lessons learned on developing mutual trust and clear communication, and the tools we implemented to improve communication including what worked and what didn’t. Attendees will walk away with knowledge on such topics as: VAP (value analysis process), commitment log, trend log, last planner system with TAKT planning, the benefits of a Big Room for efficient decision-making, and other principles all developed to better manage the design and construction process, improve communication to provide greater value to the Owner through the team’s Conditions of Satisfaction.
Learn how parametric estimating continuously monitors costs while the design is developed teaming the architect, CM and major trade contractors for the life cycle of the project. Learning objectives include:
Learn how to effectively score and establish the project teams Percentage Plan Complete (PPC) for the week. Through this process, Linbeck will help attendees learn and understand the root cause for commitments not met by the team and how to leverage root cause analysis to see variance in real time, allowing the implementation of effective buffers, and producing a reliable work flow in the field!
Owners Panel featuring Amy Engel, Senior Director of Project Management at UC San Diego Capital Program Management and Bill Seed, Senior Vice President, Jackson Health System. A surveyed group of design and construction professionals working in both large and small integrated teams established that honesty and listening are the top traits they require of effective leaders. The survey also confirmed that the leaders traits were far more important than the traits of all other team members. How are owners seeking out the leaders with the right kind of mindset for effective integrated projects? How are practitioners understanding the traits of their team members? How are owners getting (or not) leaders with the right mindset from their RFP process? We will explore the input, video testimonials and case studies from multiple prominent owners with large design and construction programs.
How do you build a 1.8 million square foot project, with 4.5 million man hours, roughly 1,250 workers at peak daily, 1.7 million pounds of duct, 35 miles of under slab Pex pipe, 183 miles of combined pluming/piping systems, 30 miles of conduit, 140,000 yards of concrete and 7,000 tons of steel? Very carefully and with precise expertise. And by the way, you might want to add collaboratively as well.
There’s nothing like learning new Lean concepts and tools as we build, and this project is providing us with some great opportunities.
In this presentation we expect the audience to learn:
1.Learning Objectives:
• Improving the Culture of a Project
• Keeping a Project Team Engaged and Communicating
• How to get buy in From Non-Believers
• How to Create an Environment That Promotes Safety, Care and Respect For Others
We look forward to an engaging and presentation and enlightening question/answer session.
In this case study, you will hear how an owner, designer, and contractor came together to overcome design and budget challenges. The contractor was selected through a competitive CM/GC process and began pricing current design when the team came to the realization the budget and design did not align. Over the next 3-5 months, the team began an intensive redesign effort that consisted of several focused workshop sessions that defined the project goals and priorities (conditions of satisfaction). This process created a culture of trust, collaboration and vulnerability that allowed the owner, zoo keepers, designers and contractors to all work together in redefining the project while keeping the vision of the zoo and the stakeholders intact. This presentation will speak to things we did well, and lessons learned from the TVD process that will inform owners, designers and contractors when faced with a project of significant budget/design challenges and chooses to a TVD approach.
Fragmentation has plagued the construction industry far too long. Unnecessary inefficiencies have made the building process take longer, cost more, and waste resources. The delays and waste are equally frustrating to those in the business and to our clients. The Lean construction philosophy takes aim at waste, but unless an entire project team is employing it, schedule and communication breakdowns still occur.
Skender has revolutionized our business model to demolish siloed fragmentation. In turn, we hope to revolutionize the industry.
In 2018, Skender announced sweeping change that integrates the building process from design to building component manufacturing to final installation and construction. This radical integration demolishes the silos between the people and functions in the building process, putting architects, modular component designers, manufacturing leaders and of course construction professionals all under one roof.
To achieve this, Skender invested in the acquisition of an integrated design studio, new design and technology executives, and the launch of a new advanced manufacturing subsidiary. Technology, married to a lean approach, factors heavily in Skender’s ultimate goal of productization of buildings. Skender will show how its vertical integration reduces risk, reduces delays and reduces waste; better serves its customers; and empowers employees to innovate and lead transformational change in the industry.
With 185 hospitals across 21 states and more than $1.5 Billion under project management annually, HCA Healthcare is uniquely positioned to take full advantage of the most effective tools the design & construction industry currently has to offer.
This presentation provides a window into a lean journey as told through the lens of a project at Medical City Plano. This $100 MM ground up hospital expansion was hand selected by company leadership to push the limits of prefabrication. Since 2013, HCA Healthcare has been investing in our prefabrication capabilities. However, no single HCA project has explored our ability to maximize prefabrication by leveraging the capabilities of both the local trade market and 3rd party manufacturers. Through early collaboration and the use of Last Planner System in Design we will share the ongoing journey of how more than 50% of job site labor was moved off-site, and the challenges the team overcame along the way.
Robins & Morton will facilitate a Quality at the Source meeting with a sheet-metal trade partner. Often, general contractors and construction managers perform quality control by compliance and checking work after much of it is already installed. Quality at the Source is designed to shift the quality focus to the onset of all processes and collaboratively involve all associated parties from the owner, to the AHJs, the designers, consultants and ultimately the last planners and craft workers.
At the 19th LCI Congress, the presenters shared how the IPD Team from the Alta Bates Dietary Project implemented 3D modeling during design and precon to help manage risk on a challenging healthcare renovation project. This sequel presentation will provide attendees a transparent view into the success & breakdowns of what really happened during construction in the operational hospital. Results and lessons learned will be shared addressing the following;
Modeling–The IPD Team built a world class, fully coordinated model but still struggled during construction. Attendees will learn where the IPD Team should have devoted more resources to take full advantage of their early investment in the model and recommendations for leveraging a 3D model through construction.
Schedule Reliability–The IPD Team will discuss how to effectively implement Last Planner for iterative design efforts and strategies for tying this to ever changing construction schedules.
Existing Conditions–The presenters will share where they created their own difficulties around existing conditions, the impact on critical path, how they overcame them and provide strategies for managing the “soft” existing conditions (occupant driven shutdowns) that never make it into a model or the Last Planner process.
IFOA Contract–The AB Project switched to IFOA contract after the initial design and precon phase, the timing of this shift affected the culture of the team & regrets/triumphs will be shared.
Getting information to the field is like sending printed pictures to Grandma! The industry is notorious for creating silos of Information that often times are Inaccessible, Unfiltered, Duplicated, Slow, or flat our Expired! Our company is actively pursuing solving these problems through a combination of Lean and Digital Transformation. Our aim is to share our mistakes, failures and successes trying to; upgrade Technology, Change Culture while obtaining buy-in, streamline the value stream and implement Paperless workflows. This information revolution has been a catalyst to some profound changes in our organization. Our journey started with transforming our paperless pre-construction workflow, through the use of BlueBeam, Autodesk, Revit and PlanGrid. This process showed the need for further innovation around Databasing, Education, Minimum Technology Competencies and Enterprise wide Training. As such we have begun to implement a complete SaaS Strategy around Rapid Application Development (RAD) which has integrated the correct information to the right people instantaneously throughout every single department!
In January 2019, LCI released the Lean Deployment Planning Guide which recommends four steps for using a structured approach to planning lean methods on a project. This presentation will introduce the Guide and its contents.
Then, the core of the presentation will focus on the deployment of the Guide’s planning process and templates by the Barton Malow / Alexander team to plan and execute on an ($200M), 300,000 sf new green field hospital.
The goal of this presentation is to share the process that was used and the lessons learned from the using the new, structured implementation described in the Lean Deployment Planning Guide.
The presentation will focus on:
1. How the four steps of the Lean Deployment Planning Guide were carried out
2. How the resources included within the guide were applied towards developing implementable routines
3. The specific constraints experienced and resolved during the project team’s lean journey
As a result of attending this presentation, attendees will be able to:
1. Explain how to use the guide specific resources for lean deployment planning
2. Identify the importance of timing and collaboration in following the lean deployment planning procedure
3. Access and use the guide’s resources as an effective and efficient planning resource for their own projects
The majority of waste in our projects can be traced back to communication and the lack of synergy among the team. Waste can be measured.
You will hear from an owner, a designer, a builder, and a team coach on how the team partnered to decrease waste and influence greater collaboration, communication and mutual respect using competencies, behavioral assessments, and onboarding. We will share our methods and our lessons learned applied over the past 10 years on Cook Children’s Medical Center projects.
Our panel will discuss their experiences around the four pillars used in the team self selection /team on-boarding process:
• Behaviors
• Individual’s personal commitment
• Emotional agility
• Ability to embrace change and embrace IPD
We continue to learn that the essence of synergy among project teams comes from valuing the differences–the mental, emotional and psychological differences between people, in addition to the very basic differences in technical disciplines.
We have found that individuals become an effective and valued team member when they have the humility to recognize their own limitations. Waste is eliminated when team members begin to appreciate and embrace the rich resources in interactions with other team members. Elements of those interactions include mutual respect, collaboration and accountability.
Procter & Gamble recently decided to embrace the full Lean IPD process at their new West Virginia manufacturing plant. This is intended to be a follow up to last year’s presentation now that multiple projects have been completed. Attendees will learn the importance of selecting the right partners, creating the right culture and behaviors, and implementing the right processes and tools to meet or exceed expectations. The same IFOA partners were used for multiple IFOA projects, allowing the team to learn, grow, and innovate together from one project to the next, leading to improved project outcomes.
Are you ready to make your work easier and become more valuable for your organization? Scrum harnesses the power individuals working together in one direction, a team with a shared purpose.
In 2017 GLOBALFOUNDRIES (GF) embarked on an ambitious IPD program that involved several different facets. Construction at GF is broken into 3 programs: Base Build (BB). Process Lateral Systems (PLS) and Tooling. While IPD had been used with success on base build programs in the past, PLS and Tooling had used conventional contract methodologies. What we found is that a ones size fits all approach would not work and even with the same partners new strategies for each program would need to be developed. Consistent with the semiconductor industry the program was late before we started so a portion of the program would need to be developed as we went. BB started as a traditional GMP that morphed into IPD about 20% into the project. While this could have been seen as a high risk we leveraged the CM’s past IPD experience as well as our trade partners to convert with little issue. The PLS/Tooling programs had more time and were IPD from the beginning. We collectively made the assumption the PLS and Tooling program could be managed the same. That assumption proved to be wrong…. This presentation will focus on what worked and what didn’t as we went through the process
For Lean/IPD projects to reach the team’s full potential, we must train and change the behavior of the entire team… not just the management team. On two of our company’s large lean projects, our teams implemented new efforts to engage and improve the culture in the field. One project was a large hospital expansion with a multi-party IPD contract, while the other was a large pharmaceutical project that had a traditional contracting method but organized and operated lean. We would like to share what our teams implemented to combat common construction challenges in the field like safety culture, commitment to upholding schedule and budget, and job site cleanliness. We hope people can take away that lean concepts in the field can be applied and successful regardless of the contract type!
SCOPE: Banner Boswell ED and Tower Expansion provides the Banner Boswell campus with a new state of the art Geriatric Emergency Department and 192 modern private patient rooms. A new main entry to the hospital complex and shell space for future expansion of the diagnostics and treatment functions is also included.
Banner assembled a team of Contractors and Trades under a CMAR agreement along with a design team under a modified master services agreement to deliver the multi-phase project.
Use of the Lean Toolkit. The team agreed to “brand” the effort under the name “Team Fusion” and all internal references for team members were to be their role as part of team Fusion in lieu of their company name.
• 3 day a week co-location of all key team members in a remodeled portion of a building adjacent to the project site.
• Use of “Cluster Groups” to align Owner’s Reps, Trades, Designers, cost estimators and BIM specialists around focused portions of the work.
• A weekly “Big Room” report out meeting where the progress of the work was reported out.
• Use of the Last Planner System for all design and construction efforts.
• Alignment of the work through the use of a vigorous Conditions of Satisfaction effort.
• Use of StrengthsFinder talent evaluations to help to better align the team.
• Use of Scrum for daily task planning.
• Use of A3 problem solving and CBA decision making.
• Single BIM model coordinated to less than 1” by permit set.
Lean project delivery is about more than surviving a project; A cornerstone of the delivery method is increased owner satisfaction with the end product. This means implementing lean tools and learning lean thinking methods to provide a better product based on customer defined value. This presentation will provide case studies on conflict resolution within the team, teach the audience how to implement tools for effective communication, and educate viewers on where our team has stumbled in the past. PennFirst is a team comprised of Penn Medicine, LF Driscoll/Balfour Beatty JV, BR+A, HDR, Foster + Partners, and Southland Industries completing the Penn Medicine – The Pavilion project in Philadelphia, PA.
It’s the year 2019. The economy is strong and there’s money to build, but there’s one problem – there aren’t enough people to do it. Despite the dystopian picture this creates, this is not a nightmare but a reality for all construction managers, trade contractors and builders in the United States that need qualified craft workers on staff. In addition to the massive shortage, companies are having to compete at an unprecedented level to not only hire these workers, but also retain them. In this unpredictable market, the Wofford College Jerry Richardson Indoor Stadium team found the solution for retention: investment.
The craft workforce on every job-site is an invaluable resource – in addition to putting the work into place, each worker has a wealth of experience to draw upon. With the help of Executive Vice President of Kirlin Group Dominic Summers, Wofford College Athletic Director Richard Johnson and Wofford College Assistant Athletic Director Ryan Price, Robins & Morton Superintendent Josh Young will share how the atmosphere, quality and productivity of this job-site was transformed through an emphasis on the workplace satisfaction of their craft workforce.
This session will show attendees how to successfully onboard new team members onto a Lean project. Lean education of the entire project team, from trade partners, to Flintco team members, to owners and designers, is the first step to gaining buy-in. Learn how you can leverage the talent of your project team to educate teams on Lean vocabulary, creating Conditions of Satisfaction, their roles using Last Planner System, and other common Lean practices, so that your teams can adopt their own Lean mindset to be more effective on your projects.
This Lean Bourbon event will give attendees a chance to relax and connect outside of Congress sessions in a casual, authentic Fort Worth atmosphere. The discussion topic will be Enterprise Lean Transformation.
Criteria for attendee registration:
Experience the kind of open conversation in a low-pressure environment that you get from Lean Coffees with an updated drink menu. This year, LCI will host Lean Bourbons to give attendees a chance to relax and connect outside of Congress sessions in a casual, authentic Fort Worth atmosphere. There will be no irrelevant discussion topics – share your current challenges and ask for insights from fellow participants in cross-functional roles such as designers, constructors, owners, and trade partners.
Come together for conversation on subjects of your choosing as well as appetizers, craft cocktails, and beer and wine!
A ticket is required to attend the Lean Coffee. 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.
Join us for a full breakfast buffet.
Mike Staun was Procter & Gamble’s Engineering AD for Global Capital Management until his retirement on July 1, 2019. Mike was responsible for ensuring the Company’s $3.5 billion annual capital budget was spent wisely and effectively. He knew that for Procter & Gamble to win versus competition, they needed greater value from their capital investments. That’s why Mike championed Lean IPD at P&G and currently serves on LCI’s board of directors. He will deliver his P&G’s Lean IPD Journey presentation during the Thursday morning plenary session.
In the healthcare industry, we have a tough time aligning and collaborating with each other. Just like designers and builders. Our flow tends to be impeded, within the delivery of healthcare, by not taking the time to stop and understand each other’s business. Similar to Integrated Project Delivery, Healthcare Delivery requires a champion that fosters a symbiotic relationship with our clients (our patients). A champion that understands the behaviors and processes required to be a successful team. We will share how we are actively engaging strategic thinking along with utilizing Lean Principles to find solutions to the many challenges of Healthcare Delivery.
Merck’s Global Engineering Solutions group has been on a lean journey since 2007, initially to streamline and reduce capital project schedules, and later to build on those schedule improvements to improve capital productivity.
The current unprecedented global investment in oncology and vaccines driven by growth in patient demand for Keytruda, Gardasil9, and novel vaccines has made lean, fast track project delivery critical in the company’s success. We are working closely with both our Tier 1 partners (Jacobs, PM Group, DPR, CRB, IPS, Lend Lease, Genesis) and Tier 2 partners (skids, trades, clean room suppliers) to achieve our goals.
Merck and our tier 1 and 2 partners ability to scale up our learnings from pilot projects completed in 2016 -2018 is essential, and we will share lessons learned in team integration, and a focus on pull and flow on current projects. In 2018 we shared our experience in South San Francisco with prefabrication, flow, and automated production tracking and we intend to build on those learnings.
The time is now for Owners to pivot away from old methods, to embrace newer more productive ones, and to allow the next generation of leaders to emerge.
Short version: Lean behaviors can only get you so far on design-bid-build projects. One owner/contractor team tried multiple approaches on multiple projects and was able to achieve reliable outcomes through a Design-Build + Lean approach. Attendees will hear about how each of these projects were executed and the lessons learned. They will also learn how the team tried to implement countermeasures to address the lessons learned on the previous project
Do you know who your customers are? If so, how do you listen to and learn from them? This presentation will highlight how one general contractor and two of its Lean leaders took the initiative to develop an innovative approach that engages marketing, field operations and industry partners to identify challenges faced by owners, designers and trade contractors. When we understand the challenges and develop aligned solutions, we can effectively improve the industry. You will hear the story of a six month campaign’s successes and failures as we created a platform to learn, listen to ideas for improvement and made changes to our leadership model.
Learn how our project team utilized Off Site Construction (OSC) to address significant design and planning challenges with schedule pressure, site constraints, and technical hurdles on the renovation and repurposing of the TWA terminal at JFK airport, a mid-century architectural icon. MCR Development, Turner Construction, and Epsilon Industries collaborated to deliver the central utility plant (CUP) component of this landmark project utilizing the OSC approach – which enabled the integrated cooling/heating/power plant to be designed, built, delivered, and started-up in record time. This innovative approach enabled the team to remove the most technically complicated element of the project from the critical path; this significantly reduced the overall project risk, while controlling system costs and improving job-site safety.
Profile of the prefabricated, modular CUP:
• 4 enclosed plant spaces that house the mechanical and electrical systems, comprised of 14 modules – totaling approx. 5,000 gsf .
• 1,400 tons cooling via water-cooled chillers
• 12,000 MBH heating via gas-fired hot-water boilers
• 1 MW of power generation (via gas-fired co-gen engines), enabling the entire TWA campus – including the CUP loads – to operate “off the grid”
Report out on strategy and student engagement results in 2019.
Students v practitioners
GH Phipps has developed a group oriented, A3-style tool called “Rocks in the Road” to help teams of approximately 5-60 people of any experience level to identify successes that can be leveraged & obstacles to continued success. This tool can be applied by design groups, jobsite teams, multi-disciplinary teams, individual organizations, or communities of practice.
Session 1 of the Lean Coffee is an organized meeting where participants identify the Lean topics to be discussed and use personal Kanban to visually manage the conversations. Participants have the option to stay for Session 2 participants where they can either select to continue discussing other topics they have identified or participate in a facilitated deeper dive into some of the key challenges identified during the Session 1 discussions.
Faster Design – Prefabrication – and Takt Planning with Standard Exam Rooms and a Kit (T2A-1)
Sutter Health and Mark III partnered to develop a Kit of Parts for the build out of outpatient medical clinics. In order to create the kits, Sutter created a standard set of rooms. Mark III created a Kit of Parts and experimented with multiple fabrication and installation techniques, recording opportunities for improvement at each stage. This research and develop is now being used to design and build the next outpatient clinic with goals of building faster, cheaper, safer and with a equal or higher quality.
Track: Overcoming Challenges for Owners
Presenters:
One Team One Dream – Connecting Safety Professionals for a Common Cause (T2B-1)
Safety in the construction industry has historically been approached as an obligation rather than a necessity with traditional leadership roles coming from the general contractor dictating how subcontractors shall comply and implement safety measures.However, the need to shift this unproductive, inefficient and rather harmful paradigm was fast approaching.This team represented by the General Contractor, Owner and Trade Partners over the course of 3 projects and 5 years has leveraged the concepts of collaboration and continuous improvement (kaizen) to implement lean practices to create a safety culture that is felt, respected and enforced at all levels of construction projects.This is a collaborative look at how utilizing talents and knowledge of an entire team a project can change the traditional roles and silos that come along with safety programs and place the focus back on the people performing the work and in turn adding value for the owner and end-users.This team will offer insight in to how they started, successes and failures along the way and where they see the future of these safety programs with these key takeaways: 1.Contract structure does not dictate safety 2.Shared responsibilities with safety regardless of company/title 3.Planning for safety during the Last Planner system is essential 4.Communication across multiple platforms is key 5.Positive coaching, reinforcement and recognition goes a long way 6.Culture can be changed, but buy-in is required at all levels
Track: Overcoming Challenges in the Field
Presenters:
Driving to 0.0 EMR: Using lean thinking to create high value Safety with less. (T2B-2)
Becoming World Class in Safety Performance is the holy grail of any company that truly cares about their employees. Achieving that performance at a cost that a realistic is a monumental challenge. To achieve this in a nationwide company, where 45% of their cost is through field labor, is an even more challenging feat.
Here is how Southland’s Safety Department is using lean practices such as 5S, process streamlining, auditing for leading indicators, A3 for root cause analysis, and prevention through design; to improve its processes ensuring more efficient and cohesive program across company that has led us to an 80% reduction in incident rate since 2010.
Through this presentation participants will learn how to implement 5S in their own spaces, what steps to take to streamline a process, use and limitations of A3s for root cause analysis, how to leverage technology to increase field time for Safety personnel and role of design in Design in Safety.
Track: Overcoming the Waste around People and Behaviors
Presenters:
Implementing Lean Production Systems on Large Scale Infrastructure Design Projects (T2C-1)
Implementing a full-scale Production System as a means of design production and key statutory submissions for large infrastructure projects is a new approach we have successfully implemented on a number of multi-billion Pound National Infrastructure projects in the UK.
This presentation will give you insights on how we designed and implemented a production system using already existing common data environments, by focusing on building a working culture that aims to eliminate waste, improve flow, increase visibility and transparency, and ultimately drive accountability.
Design is often considered to be a non-linear process that is typically project managed and not suited for production system thinking. We have demonstrated on numerous projects that a production system approach for design projects is not only possible but in fact value adding to the customer and results in a more efficient delivery with better quality deliverables being produced. Production systems concurrently focus on the “product” and the “process”. They aim at smoothing the passage of the production along a virtual assembly line that needs to be designed. The production system not only adds ‘production value’ to the process through increased efficiency, accelerated delivery, and resource optimisation, but also enhances the ‘product value’ of design deliverables in the form of better quality, consistency and robustness.
Presenters:
AN ARCHITECT’S PERSPECTIVE – LEAN THINKING is DESIGN THINKING (T2C-2)
Many architects and designers see Lean Thinking as irrelevant to the design process or perhaps even a threat to the creative processes that are core to the work of the architect or designer. This presentation attempts to turn that thinking on its head and instead spotlight the many ways in which Lean Thinking is Design Thinking; they are supportive, value-add processes not opposing, mutually-exclusive forces.
This presentation will include an architect’s lean journey and the many Lean methods, experiences and learnings that have brought great value to his practice, clients and teammates. Core tenants of Design Thinking and Lean Thinking will be shared, illuminating the many synergies and similarities. Specific Lean Design tactics and tools, proven to be successful in the architectural design process, will be shared and discussed.
Presenter:
Overcoming Design and Planning Challenges Begins with Culture (T2D-1)
If you want to overcome design and planning challenges, first look at project culture. Project culture influences people’s actions and engagement, which in turn contributes to success or failure. A poor project culture leads to waste related to people and actions. It happens in the gray area, during side bar conversations, lack of clarity when team members say they understand, when they miss reliable promises. These are breakdowns in the process of planning during design.
In other words, implementing Lean tools is not enough. Without a positive, respectful, and collaborative culture, your Lean journey will fail.
We will describe core characteristics of a positive culture and ways to foster it. They are:
-Creating an environment of trust
-Giving people a voice
-Setting expectations
We will then outline 3 aspects of planning and design that depend on a strong culture for success:
-Decision-making. An open decision-making process helps teams deliver value. We will show the importance of drawing on each team member’s skills and the power of A3 decision-making.
-Workflow. During design, a network of agreements makes action possible. We will show how the Last Planner system makes the best use of your team’s time, helps create appropriate workflows, and provides the right staff at critical junctures.
-Quality Assurance. We will discuss why teams need to define quality; why inconsistent workflow decreases quality; and what it means to build QA into the workflow.
Presenters:
Leading the Project and Leading the Change: Establishing Culture From the OAC Level (T2D-2)
Culture. It’s a loaded word with powerful long-term results, but what does it really mean? Better yet, how do you implement it? The Beverly Knight Olson Children’s Hospital, Navicent Health, project team found the secret sauce to not only to create that culture, but also how to replicate it. Through a complete panel including facility owner, architect and contractor, this team will share their formula to creating a collaborative culture where all involved feel their perspective has influence, their actions have far-reaching positive effects and everyone is respected as an equal.
Many leaders in the AEC industry are process-driven – they want the tool, the answer or the plan so they can put it into motion. This presentation turns that traditional checklist-oriented ideology into something more lasting. Attendees will receive tips for creating a strong cultural foundation, efficiently implementing Lean tools that help instead of hinder and will learn how to effectively manage team member interactions.
Presenters:
Project Timing: When does integration add value and when does it create waste? (T2E-1)
On integrated projects it’s easy to throw everything we know, or think has added value on past projects, but we need to learn to pause and assess if they will add value or create waste. Buy-in from the owner, team experience and engagement, and schedule are a few things that can create roadblocks when implementing a new design and construction process. We will tell the story of the Indiana University Health West Hospital vertical expansion and the lessons we learned, from project delivery to the implementation of integrated lean strategies. We will share our experiences on how timing played a major role in the effectiveness of the process, in either adding value or creating waste.
Presenters:
Lean Journey Begins with Keys to Kaizen and a Path to Prefab (T2E-2)
Learn through the stories of Advocate Aurora Health’s first acute care healthcare project utilizing their Master IPD Contract how IPD enhanced the team’s ability to deliver an operationally efficient design through 3P Kaizen for a new 90,000 sf Procedural Center and to take modular/prefabrication to the next level. Attendees will hear first-hand the great successes and lessons learned in going from zero to a full schematic design in 3 days through a 3P Kaizen design event. You will also see first-hand how the team identified, planned, and delivered a new hospital procedural center project with enough prefabricated and modular components to actually accelerate the project schedule.
Presenters:
The subject matter of this 55-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.
An adaptation of the Toyota Production System’s Production Preparation Process, 3P is designed to achieve measurable results in patient care, efficient workflows & operating systems, and higher satisfaction for patients and staff. This often calls for a 3P event where patients and providers work alongside the project team to develop an ideal work process that eliminates waste and inefficiencies.
Session 1 of the Lean Coffee is an organized meeting where participants identify the Lean topics to be discussed and use personal Kanban to visually manage the conversations. Participants have the option to stay for Session 2 participants where they can either select to continue discussing other topics they have identified or participate in a facilitated deeper dive into some of the key challenges identified during the Session 1 discussions.
The Scottish Rite brand and culture is one that embraces the individual’s contribution for the betterment of the child. The challenges of our healthcare owner experienced with their various stakeholders, changing market conditions, input of their Board of Directors, and various academic partnerships lead to a need for our IPD to be extremely flexible and push the limits of ‘the last responsible moment’ and yet stay focused on the key principal of Respect for People in order to deliver a project without creating the unwanted strife, ill-will, or worst of all litigation that leave all parties unsatisfied in the end. The key questions we will try to answer is how did we build trust and what does it mean to have a successful project?
The Microsoft DSM project had a safety record that was better than the industry average. However, Microsoft expects a best in class safety performance. Microsoft challenged their general contractors to integrate project specific HRAs within the project schedule to better anticipate the high-risk activities and develop plans to mitigate the risks associated with them. Turner took that challenge and a developed a process that integrates HRAs, not only within the master schedule, but also within the Last Planner System® (LPS®), Quality program and Change Management processes. These efforts contributed to reducing the Recordable Injury Rate (RIR) rate for the project in half. This process engages all stakeholders on the project, including project managers, project superintendents, trade partner project managers and, most importantly, skilled tradecraft workers and their supervisors.
Safety is often treated as an isolated process from on-going project coordination. There may be a safety kick-off meeting or job hazard analysis discussed when trade contractors start on the project. There may also be safety procedures or permitting processes for specific high-risk activities implemented just as the work begins. These policies, of which there are many and kept in thick safety manuals, are not always well understood by the workers or supervisors. Many times work is stopped due to the lack of proper safety equipment, PPE, or safe access to work resulting in interrupted workflow.
“Questioning everything” is a great way to uncover hidden inefficiencies and non-value-adding processes, but it also removes the comfort an organization may have built around “the way we have always done it.” In this project, we prompt teams to think things through more diligently, on a broader range of topics than they do in a typical, traditional project. Add in the large scale of this project, and it may feel to everyone that we are doing lots more in less time than we have ever had.
Value-based, disciplined decision-making is enabling the team to uncover the true value of this building project, facilitate change management, separate wants from needs, and build confidence that “we are doing the right thing” for long-term success. No longer is the answer a blanket “yes” during design; it is “yes, if…” With an increasingly complex project, more stakeholders are involved, and scope changes demand that the team maintain a high level of rigor, without unduly straining the team and excluding the necessary voices.
Successfully navigating this process on the Milwaukee Campus Improvement Project represents our greatest successes and has also revealed many opportunities for improvement along the way. The culture and trust the integrated team has built have allowed us to adjust our process real-time over the past year, to tailor our approach to engagement and decision-making in a way that is leading us to a successful solution, while enjoying the journey.
In the spirit of our lean journey, the project team including the owner wants to bring you how we build a lean culture in a recently completed mall makeover project. The key aspects that led to success in our lean journey were leader standard workflow, visualizing and eliminating roadblocks. The discussion during this session will be focused on steps taken, sharing examples and stories that helped our way to build trust and respect and eventually won as a group.
In addition, our project was used as a “model project” for on-boarders and other team members from around the country to learn what a lean project is and “replicate” those ideas and behaviors. One of the most important lessons was observing the weekly planning meeting and the behavior of the team. In just one hour, the visitors saw a team that trusted each other and had respect for people. Tom and Rizwan took their role as students and teachers seriously by taking the time to have open discussions with visitors after the planning meeting.
Another behavior indicator tool that the team used was the “circle of trust” made famous in the movie Meet the Parents. This is a real-time indicator of how each team member is performing and helps drive good behaviors. Team members that fall out of the circle of trust quickly work to quickly get back in.
Tom, a lean leader with many years of construction experience will portray his sense of discipline and how important that is required for leader standard work for an effective team that “sees as a group, decides as a group, and acts as a group”. Rizwan, who is fanatical about eliminating roadblocks will share different tools utilized on the project to visualize and prioritize.
“If our challenge is convincing owners to attend our events, why don’t we take our events to owners?”
This question was asked during our Core Group planning session for 2018 events – it seemed like a big hairy audacious question, so we put it aside. One year later in our 2019 event planning session, the question was brought up again, and this time we decided to tackle it. In our first event we gathered 18 progressive Owner Project Managers (OPM’s) for an open-forum discussion. The two-and-one-half hour session was broken into 3 parts:
1) identifying typical project issues;
2) selecting a short list of issues and discussing them in 4 breakout groups;
3) reporting out on the discussions and identifying next steps.
The event took place this April, and was a great success. Everyone left the event pumped for next steps. We followed this event with some feedback sessions resulting in several Villego® trainings over the summer to keep the group’s enthusiasm high. In September we are starting a CoP “Practice Track” of events focused on this OPM group, and open to our CoP. The Practice Track will consist of a series of monthly events that take the group through the major steps and learnings required to start up an IPD project. Our goal for this Practice Track is to encourage Owner Project Managers to implement Lean on their projects “where they are”.
“We did this and it is working! Join our presentation and learn what we are doing.”
Learn how our project team fosters effective communication, manages commitments and stays on track using The Last Planner System® on a large and unique project. Witness how we execute our weekly Phase Plan meetings, Friday Pull Plan meetings and daily Last Planner (field) check-ins, which has helped to keep our teams engaged for the last 18 months.
Exponential Value Delivery: Scrum for Design and Construction (T4A-1)
Scrum is a form of advanced lean thinking from multiple industries. The Scrum framework borrows from the best of lean manufacturing, product design, martial arts, judicial decision making, advanced aerial combat, robotics, and many other disciplines. Scrum has been used to prove what others considered unachievable and has propelled construction teams to rapidly double, triple, and quadruple their output.
Presenter:
Building a Lean Culture: Engaging the Value Stream (T4A-2)
A value stream can be defined as the combination of all value adding, non-value adding, and supporting activities necessary to deliver a product or service (Rother and Shook 1998). These activities are performed by multiple organizations, with different attributions, cultures, and values, in geographically dispersed supply chains. Faced with this reality, general contractors constantly work to align their project partners towards delivering value to clients. However, while project partnering sessions, design charrettes, and collaborative contracts, to name a few, support this endeavor, little is done to imprint long lasting changes on the way extended value streams work to deliver construction projects.
This paper presents an analysis of a current effort by a construction company to align its personnel regarding the use of Lean through the development of a Lean Leadership training program. The program was first discussed in a previous IGLC paper (Hackler et al. 2017), which explained the initial steps the company took in their journey to develop Lean leaders. The second paper focuses mainly on some lessons learned from the program, what participants seem to value in the training program, what can be improved in the future (Hackler et al. 2018). This paper focuses on extending the program to the value stream and the conclusion will address how to accelerate and measure the success.
Presenters:
Adapting Last Planner® to gain greater adoption (T4B-1)
As a commercial general contractor with an average project turnover of 3 to 6 months, we struggled to obtain companywide adoption of the “prescribed” Last Planner System®. We could envision the benefits but could not overcome the wholesale shift from our structured methods to an open ended style of planning. Through four years of continuous improvement of how we executed LPS®, we have developed a variant we call The Dome Collaborative Planning System, which addresses the feedback we received from our frontline workers, field supervisors and trade foreman.
Attendees will see how we have created a derivative of the Last Planner System® that has resulted in companywide adoption and positive responses from our trade partners. We will preview examples of our Collaborative Planning Script, our Visual Planning Tools, our Lean Kits, and discuss how we invested resources to reach our goals. This presentation will resonate particularly with companies that struggle to relate to the implementation of LPS® on mega projects.
You will hear the transition story from a seasoned Superintendent who has spent most of his career as a drywall specialty trade foreman/superintendent, and from the Lean Specialist that spearheaded the effort to roll out LPS® across the entire company.
Presenters:
The Last Planner System®: A Journey not a Destination (T4B-2)
Whenever you see presentations about the Last Planner System® they always come from a perspective of successful implementation. While this team will highlight the many successful techniques they have utilized, it will more importantly discuss the bumpy journey they have been on to get them to where they are today and the journey that lies ahead. For perspective, the first pull planning session this team had was held at a conference room table where the subcontractors were so afraid of the process their hands were shaking while writing sticky notes. Now this team has been able to implement the Last Planner System® in its entirety multiple times while creating an environment where subcontractors feel free to express themselves and take a real stand in the planning process. This presentation represents the learning is never over for the Last Planner System® and anyone who thinks they have it completely figured out is missing the bigger picture of what Lean Construction really means. This team wants to encourage those just getting started that it is ok to not have everything figured out, those failing in their planning journey to try again, and those who have been successful to look for ways to challenge themselves to be better.
Presenters:
Re-imagining the Design Process to Drive Better Pro Forma, Higher Site Productivity (T4C-1)
Construction is the second least digitized major industry in the world. Its labor productivity has declined over the last 50 years while manufacturing labor productivity has skyrocketed. Construction also faces a significant shortage in skilled labor as fewer young workers enter the field. Today’s construction industry is also battling thin margins, schedule pressures, frequent cost overruns and human safety challenges. At the same time, people are migrating from rural or suburban locations to urban areas all over the world. Most countries face significant housing shortages and the cost to develop homes, especially in cities, is increasing at twice the rate of inflation.
The experience of re-designing, manufacturing and assembling The Osprey demonstrates how enlightened owners are keen to adopt significant improvements in how to bring non-wood, multifamily units to market. This digitally driven solution integrated the entire process and importantly encouraged many key decisions to be made upfront. Doing so enabled detailed planning and project coordination to advance and resulted in less waste and rework, while using considerably less labor. Manufacturing most of the building off-site in a safe, controlled and largely automated environment meant significantly less time was required to be spent at the construction site. Less time on site meant less cost and less risk.
Presented by:
An Innovative Approach to a Recurring Challenge; Design Delays and Defects (T4C-2)
This is a joint presentation with Kirlin Design Build, Balfour Beatty and HGA explaining how we are using lean tools and processes to improve the way we work together in design and pre-construction to create/improve opportunities for prefabrication and design for manufacture and assembly (DFMA). We discuss how we are using lean ideas to develop stronger, more cohesive teams, to arrive at the best solutions, and to drive schedule reliability. Our case study is a joint project that had a very tight schedule with fast-track design packages and a complex GSA review process. Business as usual would clearly not result in success!
Presented by:
Diversity + Equity + Integration + Lean = Innovation (T4D-1)
Building project teams are inherently interdisciplinary, involving designers, engineers, constructors, owners, and users. We have seen how Lean can improve team performance and building outcomes, but less attention has been paid to the cultural aspects of diversity and the effectiveness of managing diverse teams with equitable practice.
Presenter:
Using Lean practices to promote equity, inclusion and the advancement of women (T4D-2)
Taking on gender equality in any organization can be quite intimidating. It is a sensitive subject; sometimes feeling too big and overly complicated to take on. Dome started this journey in the fall of 2018 after reviewing of the results of The Best Places to Work survey. The survey revealed that 83% of women compared with 94% of men agreed that Dome is a place where they have professional career development opportunities for themselves. Since one of our Core Values is “Value our People” this was something we wanted to address immediately.
Recognizing this is an industry issue, we wanted to share our experiences in hopes to inspire and motivate others to start their own gender inclusion initiatives — to make a broader positive impact on the construction industry.
After having conversations directly with the women throughout the company, we were having a hard time wrapping our arms around what exactly the issue(s) were and how to even start prescribing solutions. Ultimately, we decided to form a Women’s Leadership Committee to take on this challenge. Using Lean principles and tools, we worked over the course of (5) meetings identifying where we wanted to focus our efforts. We want to share how using these simple techniques, used on construction projects, allowed us to take on a complex & sensitive issue and turn it into something we could digest, understand and take confident action on.
Presenters:
How to Bring Flow & Kaizen to Design & Pre-construction with the Kanban Method (T4E-1)
There is tremendous waste in the design process and pre-construction that many people accept as the nature of the work. We see the work of architects and engineers as iteration born out of a need for revealing client concerns and exploring the means for addressing those concerns. Current practice includes regular rework of details, negative iterations in design, and RFIs and construction bulletins throughout construction. While target value design practices minimize some of that, we struggle to keep design coordinated throughout its production.
The situation is similar for pre-construction work product. Mistakes are introduced throughout estimating, buyout and procurement arising from task-switching, overloading, idiosyncratic practices and an inability to see what work is underway.
The Kanban Method is in wide use in the professional services industry, just not in our industry. The Kanban Method was invented at Microsoft by David Anderson and his colleagues. People in the larger Lean community know about Agile and more specifically Scrum in software development. Most haven’t seen the visual method they employ for improving the way they plan and manage production. Kanban is that method. Further, aspects of the Kanban Method are showing up in Trello, Microsoft Planner and Monday (a product that some architects employ). As a result of the first two products being free, many people are dipping their toes (sometimes unknowingly) into Kanban.
Presenters:
The subject matter of this 55-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.
Meet Jeff Creighton, Senior Corporate Strategy Manager – Lean, Barton Malow Company, and the 2020 LCI Congress Chair. Save the Date! October 19-23. 2020, Detroit
Throughout his extensive career, which started as a child television star playing Weasel on NBC’s “Saved By The Bell: The New Class,” Isaac Lidsky made a name for himself as a U.S. Justice Department lawyer who never lost a case, a co-founder of an internet startup, and an entrepreneurial disrupter in the construction industry. By age 25, he became entirely blind after a retina degenerative disease diagnosis at age 13. Now at age 39, Isaac’s message in his new book “Eyes Wide Open,” his message is one of empowering people to challenge ourselves to dream big and to not let external circumstances and perceptions hinder your achievements.
Gemba registrants are invited to join us for a full breakfast before busses to the Gemba tours depart.
At Anton Cabinetry, we believe the most successful finished projects begin with precise and careful planning from project conception. Anton aspires to serve as a partner for our clients by creating by creating value as defined by what our customers need. We know there is a better way to build and deliver our product to our customers by leveraging Lean construction tools and philosophies. We look forward to sharing our lean journey with the Gemba attendees as well as share our lean innovations and improvements on the shop floor, helping us deliver more value to our customers and stakeholders.
The Texas Health Mansfield project is an integrated design-build 200,000SF ground-up hospital project implementing a various array of lean tools.
The Lean Gemba walk will begin in the ‘Big Room’. This is our main conference room and planning room. We have major pull plans posted on the walls. Our pull plans are created from a large calibrated print out with pre-printed activity templates. Our boards and templates will be reviewed.
Being a fast-pace delivery method, it is important to ensure that we have the owner and design team involved with our pull planning process. The owner and design partners are co-located on site to ensure key decision milestones deliverables are met. Examples of design pull plans with owner deliverables are posted in our ‘Big Room’.
Our 6-week lookahead boards will also be presented during the Gemba walk. They are placed on mobile white-boards with magnets that represent daily tasks. These tasks are also evaluated during our Friday Planned Percent Complete (PPC) meeting.
Additional lean tools displayed in our ‘Big Room’ include constraint boards, historical data from PPC tracking, visual aid tools (phasing and sequencing plans), daily standup communication, and our project covenant.
PPE Requirements:
Closed toe shoes. All other personal protective equipment provided by host.
Globe Life Field is a ground up multi-purpose entertainment and sports facility for the Texas Rangers Baseball Club and the City of Arlington. The new 40,477 seat, 1.8 million square foot, retractable roof facility is being built on a fast track schedule to meet the a March 2020 opening. The concrete and steel structure will be wrapped in glass, architectural precast, stone and metal panels. The seven floors of structure will include multiple concourses, suites, restaurants, clubs, kitchens, concessions, retail areas office spaces and broadcast areas in addition to baseball operations and clubhouses.
PPE Requirements:
Closed toe shoes. All other personal protective equipment provided by host.
Dickies Arena is a 14,000 seat multi-purpose arena under construction, located adjacent to the Will Rogers Memorial Center campus in Fort Worth, Texas. The venue is scheduled to open in November, 2019. The Lean Gemba walk will begin with a project overview presentation HKS/Beck . Lean Practices employed by the project team during pre-construction and construction. Preplanning for Lean Value based selection of subcontractors and suppliers BIM, Procore, and other technologies implemented to reduce waste and maximize efficiency Big Room Co-location: Project logistics/ organization to increase reliability and productivity Lean Scheduling Practices. A site walk/ tour will be conducted following the presentation. The intent of the site walk is to demonstrate the effectiveness of planning tools leveraged on our project.
PPE Requirements:
Closed toe shoes. All other personal protective equipment provided by host.
Discover challenges, approaches and successful results of a building named by Architectural Digest as “Best in Texas” for its incredible design. The 2019 LCI Congress Gemba walk will tour
The Modern Art Museum of Fort Worth while exploring an architectural elements case study on the structure’s folded plate roof.
Learn how designers and architects overcame obstacles with Lean concepts to optimize a building now known for its design in the whole state of Texas
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