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Provider Name: Lean Construction Institute Provider Number – H561

Course Name: Improving the Way we Work: Implementation of Lean on Projects, Case Studies and Lessons Learned.

Course Number – 20121011PM

Course Speakers: Jason Schulist, Ryan Seckinger, Larry

Smith, Nick Bagatelos, Jamie Vasquez, Sue Klawans, Dave

MacNeel, Brad Carter

Course Date: October 11, 2012

Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.

This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. _______________________________________

____

Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written

permission of the speaker is prohibited.

© Lean Construction Institute 2012

Copyright Materials

This session incorporates testimonies and case studies from participants in projects that used lean methodologies to improve the design, construction, and overall journey of their facilities and change the way they deliver a project. The case studies will dive deep into specific tools and techniques that will improve the quality of buildings, create a safer and more reliable work environment, and improve the design and construction practice.

Course Description

Learning Objectives

1) To show how a road map looks to effectively make a lean transformation while clarifying the importance of how there is a balance between standardization and innovation. 2) Examine Case Studies from multiple projects and comparing traditional methods to the lean method while incorporating weekly work plan, educating subcontractors on lean methodology, and creating an open environment for collaboration. 3) Focusing on team engagement in the early stages of conceptual design, owner/operator target setting, mapping design build approach, use of project metrics to verify achievement of team targets, integrated communication and innovation through leveraging of Building Information Modeling and 3-dimensional modeling tools to expedite the plan approval process. 4) Will help attendees see how Lean can alter the way their company operates through changes in problem solving, coordination, and standardization.

At the end of the this course, participants will be able to:

E M DIRKSEN U SE.M. DIRKSEN U.S.COURTHOUSE RENOVATIONRENOVATION14th A l LCI C14th Annual LCI CongressOctober 11th, 2012Presented by Brad Carter and I-Lee Hwa

1.3 million square feet, 30 story courthouse ylocated in the central business district in downtown Chicago.

S f k hi hli h i l dScope of work highlights include:

ACM abatement Two complete 40,000 square foot tenant fit-out floors Replacement of 5,300 heating and cooling perimeter induction units Replacement of 20 courtroom AHU’sp New Building Automation System New Variable Air Volume boxes. New emergency generator system, fire alarm system and fire pump.g y g y , y p p Replacement of existing lighting with new Lutron controlled system

utilizing occupancy sensors and daylight harvesting. Remodeling of 42 toilet rooms to meet ADA requirements

To demonstrate howTo demonstrate how implementing Lean Practices and Innovative Technology have proven to be successful project control tools – havingcontrol tools – having significant impact on QA/QC, Schedule and Communication

PRESENTATION GOALSPRESENTATION GOALS

BECOMING MORE EFFICIENT

Continuous ImprovementsContinuous ImprovementsThe 5S Methodologygy

Visual WorkplaceEmerging Technology

Last PlannerLast Planner

PROJECT CONTROL IMPLEMENTED

Continuous Improvement Board• Promotes team

communication• Contributes toContributes to

improvingQA/QC andS h d l

CONTINUOUS

Schedule

CONTINUOUS IMPROVEMENTIMPROVEMENT

Learning andLearning and Educating• Owner

• Introduction to LeanPractices

• Subcontractor• Worker Education

• Turner• Lunch and Learns

CONTINUOUS CONTINUOUS IMPROVEMENTIMPROVEMENT

5 Worker Lunch5 Worker LunchSuggestion Format

• Safety• Communication• Technology• 5S Methodologygy• Last Planner

Contributes to improving QA/QC d S h d l

CONTINUOUS

QA/QC and Schedule

CONTINUOUS IMPROVEMENTIMPROVEMENT

Electrician Productivity -Light Fixture Installation

45

Light Fixture Installation Floors 17 - 20

30

35

40

15

20

25

CONTINUOUS 5

10

15

CONTINUOUS IMPROVEMENT

017th 18th 19th 20th

Lights/Electrician per Day (Housings)

Lights/Electrician per Day (Trim)IMPROVEMENT

SortSet in OrderSet in OrderShineStandardizeSustain

The 5S METHODOLOGYThe 5S METHODOLOGY

THE 5S METHODOLOGYTHE 5S METHODOLOGY

Inventory ControlInventory Control• Correct Products• Less Damageg• Material availability

and accessibility

THE 5S METHODOLOGYTHE 5S METHODOLOGY

The 5S METHODOLOGYThe 5S METHODOLOGY

B f 5SBefore 5S• 3 hours to fill dumpster

• Moving between 6 floors.

After 5S• 1.5 hours to fill a dumpster

• Moving between 1 floor

Total time saved based on 50 work weeks/year.

• 50 x 2 dumpster/per week = 100x 1 5 hour = 150 man hoursx 1.5 hour = 150 man hours

150 man hours saved by implementing 5S

5S METHODOLOGY

by implementing 5S

5S METHODOLOGY

Tool OrganizationTool Organization• Proper tools to

complete the taskp• Easily accessible –

less wasted time

THE 5S METHODOLOGYTHE 5S METHODOLOGY

Everything on Wheels and Nothing Hits the Ground

D h• Decreases thepossibility of materialdamageg

• Decreases the amountof time wasted

H k i• House keeping• Material mobility

THE 5S METHODOLOGYTHE 5S METHODOLOGY

Floor by FloorFloor by Floor Work-plans

• CommunicatesCommunicatesavailability of workareas.A i f• Accurate reporting ofproduction.

• Progress updated byProgress updated bysubcontractors

OUR VISUAL WORKPLACEOUR VISUAL WORKPLACE

Work-plans Posted in Public Areas

• Everyone is aware ofwhere work is beingperformedperformed

• People are moreprepared for their tasks

OUR VISUAL WORKPLACEOUR VISUAL WORKPLACE

60% f l i l l

OUR VISUAL WORKPLACE60% of people are visual learners.

OUR VISUAL WORKPLACE

Electronic Plan Table and Mobile DevicesElectronic Plan Table and Mobile Devices• Drawings and documents are always at our fingertips

EMERGING TECHNOLOGYEMERGING TECHNOLOGY

Paper Production Cost

Full Size @ $300

Half Size @ $150

Total@ @

Operations 1 10 $1800Closeout 5 0 $1500CCDs etc ExponentialCCDs, etc. Exponential

GRAND TOTAL: >$3,000

VSElectronic Plan Table Implementation Cost

One way sync $30L S M it $1 327Large Screen Monitor $1,327E-Plan Table Computer $1,150Cloud Storage $0

EMERGING TECHNOLOGYGRAND TOTAL: $2,507

EMERGING TECHNOLOGY

Electronic Plan Table and Mobile Drawings• Drawings can be updated quicker and more efficiently

EMERGING TECHNOLOGY

g p q y• Red lines mark up can be transferred in under one minute.

EMERGING TECHNOLOGY

• Before the electronic plan table• Before the electronic plan table

• Average time to update drawings• Average time to post an RFI =7 minutes

• Utilizing the electronic plan table• A erage time to post an RFI

Average time to update drawings(Bulletins/MARS/Sketches) =30 minutes

• Utilizing the electronic plan table• Average time to post an RFI = 1 minute

• Total time saved based on roughly1160 RFIs

g p• Average time to update drawings

(Bulletins/MARS/Sketches) =5 minutes

• 6 minutes x 1160 RFI = 6,960minutes = 116 hours

• Total time saved based on roughly 120drawings changes (1 – 15 sheets per set)• 25 minutes x 120 Sets = 3,000 minutes

= 50 hours

Total estimated time savings:20 d

EMERGING TECHNOLOGY20 man days

EMERGING TECHNOLOGY

VELA• Field Managementg

Software• Combines mobile

technology and real timetechnology and real timereporting.

• Quantifiablei t iimprovements inQA/QC.

EMERGING TECHNOLOGYEMERGING TECHNOLOGY

Punchlist Schedule A – 37 Days

Punchlist Schedule B – 22 Days

Punchlist duration reduced by 41%

EMERGING TECHNOLOGY

Punchlist duration reduced by 41%

EMERGING TECHNOLOGY

• Design Team QA/QCg Q Q• Before VELA

• 3 weeks to process field observationsAf VELA• After VELA• 1 hour to process field observations

• Internal QA/QC• Before VELA

• 1 day to process internal work items• After VELA

• 30 minutes to process internal work items

EMERGING TECHNOLOGY

30 minutes to process internal work items

EMERGING TECHNOLOGY

Pull Planning SessionsPull Planning Sessions• Understanding of standards and expectations.• Commitment

LAST PLANNER• Accountability

LAST PLANNER

Pull Planning Session

• Clearcommunications ofhand-offs betweenhand offs betweenall parties (Owner,A/E, trades, etc.).

• Identifying andremovingconstraints

LAST PLANNERLAST PLANNER

6 Week Look Ahead• Identifying and removing constraints

LAST PLANNER• Road map of future activities

LAST PLANNER

Weekly Work PlanAccountability, Reliability, Measureable

LAST PLANNERLAST PLANNER

Average Percent Plan Completion Per Month (April 2011 - April 2012)

120%

(April 2011 - April 2012)

60%

90%

30%

0%Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12

Percent Plan Complete Industry Standard

LAST PLANNERLAST PLANNER

80

Total Number of Variances (August 2011 - April 2012)

50

60

70

80ur

renc

es

30

40

50

tal N

umbe

r of

Occ

u

0

10

20Tot

LAST PLANNER

Reason for Variance

LAST PLANNER

Average Percent Plan Complete vs. WWP Submission (N b 2011 A il 2012)

86%

88%

(November 2011 – April 2012)

80%

82%

84%

74%

76%

78%

70%

72%

Subs that submit WWP Subs that do not submit WWP

LAST PLANNERAvg. Percent Plan Complete

LAST PLANNER

The typical floor construction duration has been decreased by 12 5% Thishas been decreased by 12.5%. This improvement can be attributed to:

• The Last Planner System• The Last Planner System• Trades communicating through visual

updatesupdates• Continuous Improvement

LAST PLANNERLAST PLANNER

“It is not necessary to change…Survival is not

mandatory”mandatory”

MISSION ACCOMPLISHEDMISSION ACCOMPLISHED

Continuous Improvement Continuous Improvement• Active feedback for process development and

learning. The 5S Methodology The 5S Methodology

• A place for everything and everything in its place. Visual Work Place

• A picture is worth a thousand words. Emerging Technology

• Maximizing efficiency utilizing availableMaximizing efficiency utilizing availabletechnology.

Last Planner• Planning scheduling and reliability

MISSION ACCOMPLISHED

• Planning, scheduling and reliability.

MISSION ACCOMPLISHED

QA/QCContinuous

SCHEDULEContinuous

COMMUNICATIONContinuous

ImprovementThe 5S

Methodology

ImprovementThe 5S

Methodology

ContinuousImprovementThe 5S MethodologyVi l W k PlMethodology

Visual Work PlaceEmerging

MethodologyVisual Work PlaceEmerging

Visual Work PlaceEmerging

TechnologyTechnologyLast Planner

TechnologyLast Planner

Last Planner

MISSION ACCOMPLISHEDMISSION ACCOMPLISHED

• QA/QC – to achieve zero punchlist items• Utilize VELA to continue to monitor QA/QC.

• SCHEDULE – to achieve 90% or greater in WWPsubmissions and percent plan completion each week.• Getting subcontractor’s to actively plan their work.g y p

• COMMUNICATION – continue to find new waysand improve the ways we communicate with theand improve the ways we communicate with theowner, subcontractors and internally.

WHERE ARE WE HEADED?WHERE ARE WE HEADED?

This concludes The American Institute of Architects Continuing Education Systems Course

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