View
229
Download
0
Category
Preview:
Citation preview
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 1/39
The Iowa Events Center:A Mechanical Contractor’s Story
A Presentation by
Nathan SlausonProject Executive
The Waldinger Corporation
For
The Sixth Annual Lean Congress
Park City, UT
September 16, 2004
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 2/39
Biography Nate Slauson
• 32 Years Construction Industry Experience
• Doctoral Candidate
Case Western Reserve University
(Weatherhead School of Management)
• Journeyman Sheet Metal Worker
• Adjunct Professor William Penn University
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 3/39
Overview
• Project Description
• Project Information
• Project Statistics
• Motivation
• Project Assumption
• Project Implementation Tools• Results
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 4/39
Project Description
Public Project Des Moines, Iowa
Owner: Polk County
Project Governance: Construction Manager (NOT AT RISK)
Contract Type: Bid and Specification
Special Conditions: Project Labor Agreement
OCIP Insurance Program
No Storage on site
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 5/39
Project Contractual Relationship
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 6/39
Project Information
• Original Mechanical Contract: $23,200,000
• Mechanical Contract: $24,632,815
• Original Sheet Metal Contract: $6,810,400
• Sheet Metal Change Orders: $1,239,600
• Deductive Sheet Metal Change Orders: <$500,000>
• Related Jobs Income: $470,000
• Sheet Metal Contract: $8,020,000
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 7/39
Project Statistics
• RFI’s 2,300
• SM RFI’s 236
• Letters 280
• Project CCA 400
• Project Amendments 22
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 8/39
Motivation
• Reduce Risk
• Uncertainty of the Project (Process & Product)
• Complexity of the Project
• Goal Alignment and avoiding Suboptimization
• Involvement of Other Contractors
• Focus on Effectiveness
• Fear
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 9/39
Lean Thinking AssumptionLean Thinking Assumption
The Transition fromTransactional to Relational
Project Process
The Transition fromTransactional to Relational
Project Process
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 10/39
The Fundamental ObjectiveThe Fundamental Objective
Implementing the Changeto the Relational ProcessImplementing the Changeto the Relational Process
• Build Trust among all participants (CM, DesignProfessionals, and other Contractors)
ØEstablish the concept of the Greater Good of the Project. (Tragedy of the Commons)
1. Leadership
2. Problem-solving
3. Teamwork
•• Build Trust among all participants (CM, DesignBuild Trust among all participants (CM, DesignProfessionals, and other Contractors)Professionals, and other Contractors)
ØØEstablish the concept of the Greater Good of Establish the concept of the Greater Good of the Project. (Tragedy of the Commons)the Project. (Tragedy of the Commons)
1. Leadership1. Leadership
2. Problem2. Problem--solvingsolving
3. Teamwork3. Teamwork
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 11/39
Building the RelationshipBuilding the Relationship
• Focus on improving the project opportunities for the project Team.
• Create credibility through performance anddirect action. (Problem-solving)
• Educate others of how working together enhances opportunities for all.
• Share Information
• Focus on improving the project opportunities for the project Team.
• Create credibility through performance anddirect action. (Problem-solving)
• Educate others of how working together enhances opportunities for all.
• Share Information
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 12/39
Why Is The Relationship ProcessLeap So Hard?
• We usually focus only on “Our” Problems and Issues
1. Information is not shared
2. Trust is not established3. It takes time and effort to see the bigger picture
4. The status quo is confrontational and transactional
5. Problems are not solved ahead of time
6. Communication and comments are not maintained
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 13/39
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 14/39
Key Issues• Planning
• Documentation Process
• Identify key personnel required for the new project.
• Changing the duct fabrication requirements (Lindab Spiral), duct routing andshape, and transference of field hours to shop.
• Establish Construction Estimate for detailing, field, and shop.
• One-Piece Flow Manufacturing (Shop and Field)
• Duct Hanging methods (Gripple)
• Governance Model (Benchmarking Process)
• Obtaining Cooperation in a Hostile Environment
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 15/39
Develop the Plan
• Start building relationships with the notification of project award with Contractors, DesignProfessionals, and CM.
• Review the contract before signing.
1. Highlight all changes to AIA and establish a master document.
2. Verify your scope opportunities
3. Read other contractors’ scopes to identifyduplication of scope and opportunities.
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 16/39
Develop the Team to Handle theDocumentation
• Focus the management team on the importance of documentation.
• Provide the Tools to maintain the documentation andcommunication channels.
• Set project priorities with all subcontractors andpredecessor and successor contractors.
• Provide leadership by involving all into a meaningfulproject block of contractors.
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 17/39
The Job of Documentation
• Set up Project Documentation Requirements
• Sell concept to the internal political structure
• Hire Administrative Assistant
• Provide the Leadership Chain of Command
• Provide the Tools required
• Follow-up and Follow-up (Diligence does count)
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 18/39
Tools for Documentation
• Set up a separate drive on the computer for the project teamnetwork.
• All documents to be maintained on the assigned project drive(Billing, Correspondence, RFI’s, Plans, Submittals, ChangeOrders, etc.)
• Setup E-groups for emailing RFI’s, CCA’s, Addenda,correspondence, meeting minutes, etc. to all subcontractors.
• Team meetings with Subcontractors to explain advantages of E-group process.
• Plan size documents also scanned and forwarded for printing at
subcontractor location.
Project Management to maintain focus on the whole & sustainthe documentation process to avoid crisis and identify Projectopportunities.
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 19/39
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 20/39
Mike Deeds
Project Supt.
Cory Fisher
Arena Foreman
Scott Moon
Exhibit Hall Foreman
Name
Crew leader
Name
Crew leader
Name
Crew leader
Name
Field Detailer
Iowa Events Center
Sheet Metal Field
Organizational Project Chart
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 21/39
Duct Conversion and Rerouting
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 22/39
Estimate Comparison
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Detailing Shop Field
M a n
H o u r s
Original Est imate
Construction Estim ate
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 23/39
Action Steps
• Bring in Supt to the office for Planning and familiarization of Project. (Problem Identification)
• Provide all information, submittals, equipment, and projectestimated requirements for the team before assigning tasks.
• Use Supt to work with Detailing Team to establish prioritiesand opportunities.
• Maintain team meetings to verify goal setting, progress, andproblems.
• Maintain constant communication with Subcontractors, CM,
other Primes, and Design Professionals.
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 24/39
FeedbackFeedback
GoalsGoals
InstallationInstallation
DeliveryDeliveryFinal AssemblyFinal Assembly
Component AssemblyComponent Assembly
PiecePartPiecePart
RawMaterialsRawMaterials
Flow — One-Piece Manufacturing!Flow — One-Piece Manufacturing!
TeamworkTeamwork
PlanPlan
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 25/39
Field One-Piece Flow Manufacturing
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 26/39
Continuation of Flow
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 27/39
Finish of Assembly
Duration of Assembly Process 2 crew hours (3 man Team)
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 28/39
Gripple Hangers
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 29/39
Duct Installation
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 30/39
Benchmarking DecisionsGOVERNANCE
Creates
_ - +
Producing
When not managed When well handled
Which Which
Policy
Complex, Opportunities and Interdependencies
Choices
Infighting No ActionTurf BattlesManipulation
Power Struggles
Original ThinkingTeamwork Creative ProblemSolving
Add ValueInnovation
Lower Efficiency
Raise Costs
Kill Innovation
Alienate People
Frustrate
Making Organizations:
Competitive
Adaptive
Responsive
Profitable
R e d u c e Un pr o d u c t i v e Di v e r s i t y
I n c r e a s e U n p r o d u c t i v e D i v e r s i t y
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 31/39
Process Changes
• Rectangular fabricated duct reduced by 58% (305,000 LBS).
• Spiral Duct purchases increased by 200% (104,000 LBS)
• Total number of pieces installed decreased by 75%.
• Transferred traditional field work into shop for assemblies.
• Off site storage established to adjust for schedule variability.
• Focus on Lookahead Planning at all levels.
• Teamwork with Project Participants
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 32/39
An Example of Spiral Conversion
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 33/39
Duct Assembly from Shop
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 34/39
Grille and Damper Assembly fromShop
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 35/39
Complete Assembly
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 36/39
Equipment Stored at Truck Yard
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 37/39
Material Stored at Vendors Location
C ti I ti
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 38/39
Creative Innovation
• Negotiate direct with Manufacturer for early pay options
Company Savings of $100,000
• Change Traditional Rental Equipment TimelinesCompany Savings of $45,000
• Control of the project scheduleUnnamed CM Quote
“ I have never seen a Sheet Metal Contractor lead the project delivery system in my 25 years as a CM”
• Establish lean process with CM to improve project schedule
• Leadership from within
• Creating Team Cooperation in an hostile environment utilizing techniques
from The Evolution of Cooperation by Robert Axelrod
R lt
7/27/2019 7_Slaus on Lean Congr
http://slidepdf.com/reader/full/7slaus-on-lean-congr 39/39
Results
• Unanticipated PLA Savings
• Labor reductions of 33%
• Related Project Income
• Substantial Profit Improvement
• Built and Maintained positive relationships with CM, DesignProfessionals, and other Prime and Subcontractors.
• Provided new approach to project governance in contrast to thetraditional confrontational and transactional process utilized on
most projects.
• Requested on additional Projects
Recommended