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Integrated LEAN Project Delivery
Tuesday, June 11, 2013 ▪ 8:30 am – 9:45 am, Garden Salon Two, 2nd Fl.
Presented by: Dave Hagan, Director, Process Development, The Boldt Company
LEAN and Integrated Project Delivery are hot topics in the constructions industry. This session presents what LEAN and ILPD can do in the design, fabrication and production to create value and eliminate waste. ABOUT THE SPEAKER DAVE HAGAN is a Senior Level Construction Executive with expertise in business development, marketing, strategic client development, successful multi-disciplinary team management, and project delivery. He is an accomplished Lean and Integrated Project Delivery advisor and highly skilled at pre-construction methodologies including Integrated Project
Delivery. Dave maintains LEED© Accredited Professional with actual pre-construction implementation. Specialties include, Integrated Project Delivery and Lean Construction Techniques, especially as they relate to the construction of healthcare facilities.
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Integrated Lean© Project Delivery
Dave Hagan, Director of Process DevelopmentThe Boldt Company
About The Boldt Company
4 Generation Family Ownership
Founded 1889 ENR Rankings
– 68th CM at Risk
– 85th GC
– 24th Healthcare
Lean Implementation since 1999
Integrated Delivery since 1979 Full Range of Construction Services
Sacramento, CA
Oklahoma City , OK
Appleton, WI
Milwaukee, WI
Cloquet, MN
Chicago, IL
Greenville , SC
What is Lean© Integrated Project Delivery?
The components –
– Lean Manufacturing ‐ Production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, thus a target for elimination.
– Per Dictionary.com
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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What is Lean© Integrated Project Delivery?
The components –
–Integrated Project Delivery – A project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.
–Per American Institute of Architects
?
Why Integrated Lean© Project Delivery?
Why Integrated Lean© Project Delivery?
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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Why Integrated Lean© Project Delivery?
Source: Davis Langdon OSHPD Report 2006
Traditional Projects
Owner
ContractorArchitects/Engineers
Parties act against each
other’s interests
Ambiguous!
Traditional Projects
E
M
M
ES C
Owner
GC or CM and Subs
Surgeon with a specific need
Must meet the need
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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ILPD Projects
E
M
M
ES C
Owner
GC or CM and Subs
Architect/Design Team
Why Integrated Lean© Project Delivery?
What do most successful projects have in common?
You work with people you like
You work with people you trust
Everyone has the ability to make a fair profit
The Owner becomes a very satisfied repeat customer
Why Integrated Lean© Project Delivery for FHHR?
Out of control budgets
Patient dissatisfaction
Projects suffering from “de‐value engineering”
Projects delivered late
Projects delivered below desired quality
The same old thing – “Quality, Schedule, or Cost – pick two!”
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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Building Better Healthcare – Design Participants
Interactive Modeling
Common Space Mockup
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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Operating Room, LDRP Mockups
DTPE Mockups
Pre-manufactured Headwall
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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Headwall Testing Manifold
FHHR Moose Jaw
72 inpatient beds
43 treatment rooms
220,000 square feet
Green‐field site
Full Integrated Form of Agreement (Owner, Designers, Contractors all signed one agreement)
Budget $105 million including Owner Costs
Some profit at risk
FHHR Moose Jaw
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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FHHR Moose Jaw
Tools
Build Trust!
–Study action teams
–Establish a common language
Set‐based Design
–Carry alternatives farther into the process
–Wait till the Last Responsible Moment to make decisions
Sound Comparison of Alternatives
–Choosing by Advantages (CBA)
–Function Analysis
Tools
Pull Planning!
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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Tools
Pull Planning!
–We track our “percent plan complete”
–We make promises to each other, and hold each other accountable for those promises
The Big Room
Tools
Real‐time metrics – Project Dashboards
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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Tools
What gets in the way?
Thinking in silos
Acting as if we have traditional contracts
A lack of willingness to have courageous conversations
A lack of understanding about how to communicate effectively
–Communication must always be honest, timely and respectful.
What does it take? – “The primodial soup”
Willing owner
Strong team, preferably self‐assembled
A commitment to education
Trust
Courage
Patience
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
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What are the rewards?
You work with people you like
You work with people you trust
Everyone has the ability to make a fair profit
The Owner becomes a very satisfied repeat customer!
Questions?
Dave Hagan, Director of Process DevelopmentThe Boldt [email protected]
Integrated LEAN Project Delivery Tuesday, June 11 at 8:30am
