Provider Number: 40103314 L e a n - Meetupfiles.meetup.com/1568237/Lean_w AIA 04-26-16.pdf · our people and our passion in every project •Wasteful –30% - 50% inefficiency estimated

www.bergmannpc.comour people and our passion in every project

Provider Number: 40103314

L e a n

Course Number: BA-LoL-014

Presented By:

Sam Spata AIA

Date: Tuesday, April 26, 2016 5:30 to 6:30 PM


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.

Approved for AIA CES 1 LU

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.

© Bergmann Associates, Inc. 2016

Copyright Materials

www.bergmannpc.com

Lean

W h y | W h a t | H o w

Why?


• Wasteful– 30% - 50% inefficiency estimated in the USA

– United Kingdom 2025 Challenge

• Litigious– Too much effort goes into fixing blame, rather than fixing problems

– Too little effort goes into delighting the client

• Unhappy– Design + Construction is painful

– Results are less than expected


What is a Project?

Clients don’t want to do

projects.

Clients want to create

wealth.

“…a means to a means to an end”- Prof Peter Barrett, Salford University

past president CIB (International Council for the Built Environment)


Rec

essi

on

Rec

essi

on

Rec

essi

on

Rec

essi

on

Rec

essi

on

Time

Sati

sfac

tio

n

1960 1970 1980 1990 2000 2010

Low

erH

igh

er

OwnerExpectations

Designers &ConstructorsResponse


Time

Sati

sfac

tio

n

1960 1970 1980 1990 2000 2010

Low

erH

igh

er


Time

Sati

sfac

tio

n

1960 1970 1980 1990 2000 2010

Low

erH

igh

er


Time

Sati

sfac

tio

n

1960 1970 1980 1990 2000 2010

Low

erH

igh

er

BIM = The New Standard of Care

Innovation = Lean Project Delivery


Why Not?

Source: Greg Howell (LCI); Will Lichtig (Boldt)

Projects as Production

Systems

Change the structure of work

Value-Driven Design

Projects as Collective Enterprise

Align financial incentives

Move money across boundaries

Optimize project, not silos

Impeccable Coordination

Predictable workflow

Focus on innovation

Continuous improvement

What?


Evolution

TQM

Total Quality ManagementToyota Production System

1980’s

Lean

1990’s

Theory of Lean

Lean Construction Institute

circa 2,005

IPD

Integrated Project Delivery

Sutter Health System

LPDS

Lean Project Delivery System

tomorrow…


When we talk about Lean…

Value Workflow

Waste


What is Lean?

1.Operations Strategy– …to deliver increased productivity via flow efficiency.

2.Project Delivery System– …that strips away unnecessary effort, time and cost in

capital project development to deliver what the Owner values.

3.Design Philosophy– …is a creative process to prevent error and invent value.


Pull Planning

TVD

SBD

CBA Decide

Create

Budget

Schedule

Lean Culture

Choosing By Advantages

Set Based Design

Target Value Design

Lean Project Delivery – Essential Tools + Behaviors

Last PlannerTM

Theory


What’s in it for me?What’s in it for my team?What’s in it for our client?


Last Planner™

What do I really need from you and when do I really need it?

What can our system provide and when can I reliably deliver it?


Push vs Pull

Push

Electrical trade installs conduit, J-Boxes at slab

Concrete trade pours & finishes slab

Waste – time gap, installed work in way of other trades

Electrical trade installs conduit, J-Boxes at slab

Pull

Concrete trade pours & finishes slab


Target Value Design (TVD)

Time

Co

st $

$

0 Program Concept Schematic Development Construction

Low

erH

igh

er

Savings $$

Market Value

Target Value

15%


TVD is Not Design-to-Budget

•Decide – to – Budget– Flexible Scope + Program

– Fixed Strategic Goal (…means to a means to an end)

•Design – to – Budget– Holistic Systems

– Validated Scope, Program, Schedule + Allocation

•Build – to – Budget– Design Assist

– Contingency Free


Set-Based Design

Point-Based

Set-Based


GSA Region 10 (Lean Design within the FAR)

Jackson Federal Building


A3

ThemeBackgroundCurrent ConditionRoot Cause AnalysisTargetImplementation PlanFollow-Up


Choosing By Advantages

“Decisions must be based on the importance of advantages.”- Jim Suhr


CBA Concepts

Alternativean option subject to choice

Attributea characteristic quality of only one alternative

Factoran elemental part of a decision, containing data

Criteriona standard on which to base a decision

Advantagethe beneficial difference between attributes of options


Factors2 Pipe Fan Coil Unit 4 Pipe Fan Coil Unit

1 Delivery (32 week lead time, max)

Attributes 16 week lead time 24 week lead time

Advantage 8 weeks sooner 10 -

2 Summer / Winter Performance per ASHRAE psychometric chart (uniform demand)

Attributes

Meet demand,

everyday 75

Meet demand,

everyday 75

Advantage - -

3 Spring / Fall Performance per ASHRAE psychometric chart (swing season demand)

Attributes Heating or Cooling Heating and Cooling

Advantage - 5 added comfort days 25

Total Importance 85 100

Cost Difference $0 $1,000,000

Alternatives

CBA example


Factors2 Pipe Fan Coil Unit 4 Pipe Fan Coil Unit

1 Delivery (32 week lead time, max)

Attributes 16 week lead time 24 week lead time

Advantage 8 weeks sooner 10 -

2 Summer / Winter Performance per ASHRAE psychometric chart (uniform demand)

Attributes

Meet demand,

everyday 75

Meet demand,

everyday 75

Advantage - -

3 Spring / Fall Performance per ASHRAE psychometric chart (swing season demand)

Attributes Heating or Cooling Heating and Cooling

Advantage - 5 added comfort days 25

Total Importance 85 100

Cost Difference $0 $1,000,000

Alternatives

CBA example

www.bergmannpc.com

Lean Design

F l o w

“ T h i s I s L e a n ” - N i k l a s M o d i g , P ä r Å h l s t r ö m


5 Lean Design Behaviors

• Define value from client perspective, in their language. – Understand why + what your client needs: Conditions of Satisfaction

• Organize your work as a value stream.– Deliver increasing value, from perspective of the flow unit, step-by-step.

• Make the work flow, from perspective of ‘flow unit’.– Integrated disciplines, better iterations, smaller recursions.

• Do the work at the client’s “pull”.– Make and keep reliable promises.

• Pursue Perfection.– Today, we will be a little bit better than yesterday.



High VolumeHigh ThroughputLow Variation

Low VolumeLow Throughput

High Variation

Medium VolumeMedium Throughput

Medium Variation

Manufacturing

MaterialIdeasPeople

Construction

PeopleMaterial

Ideas

Design

IdeasPeopleMaterial


Lean is an operational

strategy to deliver

increased productivity

via flow efficiency.Ideas

PeopleMaterial


Wa s t e l a n d

Ef f i c i e n t I s l a n d s T h e Pe r fe c t S t a t e

Ef f i c i e n t O c e a n

Res

ou

rce

Effi

cien

cy

Flow Efficiency High

Hig

hOrganizational “Types” - Niklas Modig, Pär Åhlström

• variation inevitable• aim for perfection, achieve…• competitive advantage

Lexus

• “silos”• each maximizes utilization,

lowering cost, but…• at expense of efficient flow

Diagnostics

• relentless client focus • excess capacity held in

anticipation• sees big picture

Ritz-Carlton

• can’t use resources efficiently• can’t create efficient flow• low customer value

TSA


Wa s t e l a n d

Ef f i c i e n t I s l a n d s T h e Pe r fe c t S t a t e

Ef f i c i e n t O c e a n

Res

ou

rce

Effi

cien

cy

Flow Efficiency High

Hig

h

Flow Efficiency

How?


Autodesk Building Design Suite

Vico Software

Bluebeam Revu

Autodesk BIM 360 Plan

Newforma LeanPlanner

MOCA Touchplan

Lean Tools


Seeing Waste (Muda) Transforming Design and Construction

Transportation unnecessary movement, process-to-process

Inventory quantities beyond immediate need

Motion movement that adds no value

Waiting work-in-progress, stalled

Over Processing finishing beyond need

Over Production creating before need

Defects rework

Talent underutilized people

Over Burdening (Mura) pushing system beyond limits

Unevenness (Muri) demand fluctuation

Disrespect consuming resources


Manufacturing

1. Defects

2. Overproduction

3. Inventory

4. Transportation

5. Waiting

6. Motion

7. Over-Processing

Design

1. Errors + Omissions

2. Over-Burdening

3. Over-Designing

4. “UnFlow”

5. Approvals

6. Workflows

7. Level Of Detail

8. Talent

“Seeing” Waste


Technology

Lean Tools Forms of Waste

Technology A3'

s

Big

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om

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Co

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Fish

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Dia

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Gan

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PP

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elta

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Set

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Stu

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Act

ion

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Targ

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Vis

ual

Man

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Erro

rs +

Om

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s

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"Un

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Ap

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vals

Wo

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s

Leve

l Of

Det

ail

Tale

nt

Clash Detection

Expert Faciltator

Word Processing

Spreadsheet

Scheduling Software

Presentation App

Mind-Mapping Software

Project Information System

BIM

Sticky Notes + Flip Charts

Newforma Planner

WiFi + Space


www.leanconstruction.org

Feedback


Feedback

What did you (the audience) takeaway?

What did the

speaker intend?


Continuous Improvement

What was helpful so far and should continue to be included?

What would you add or subtract, to make this more helpful?

www.bergmannpc.com

Thank You


This concludes The American Institute of Architects

Continuing Education Systems Course

Contact Information

Sam Spata

[email protected]

518-862-0325 ext 702

mailto:[email protected]

Documents

Provider Number: 40103314 L e a n - Meetupfiles.meetup.com/1568237/Lean_w AIA 04-26-16.pdf · our people and our passion in every project •Wasteful –30% - 50% inefficiency estimated