applying lean principles - fefpa fefpa 7_12_2012_lean_v3.pdfipd executive uhs temecula lean...

7-12-2012© Turner Construction FEFPA Summer Conference

Applying Lean Principles

FEFPA Summer Conference

Boca Raton Resort & Club

Lean Defined

Lean: Processes & Needs Assessments

Hands-on-Simulation – Reliability, or Speed?

The Parade of Trades

Case Study - School Projects

Facility Planners - Steps To Start

Questions & Answers

Better Outcomes For Operations and Facilities


Lean Construction Institute

Broad Industry Support for CEU’s


Broad Industry Support

Partnership

Memorandum of Understanding Co-sponsorship of the twice-yearly design workshops

Berkeley with P2SL in the Late Winter Mid-west in Early Summer

Broad sharing of members, programs and opportunities across platforms (Board membership, etc.)



Partnership

Memorandum of Understanding LCI shares intellectual property with AGC AGC underwrites educational programs in Lean

Construction Broad sharing of members, programs and

opportunities across platforms (Board membership, etc.)



Partnership

Working Partnership 3 Co-Sponsored Events

August, 2010: CincinnatiIntroduction to Lean Construction

September, 2011: BuffaloGetting in the game: How to Workshop

June, 2012: St. LouisEmpowering Lean in Design

B.S. Civil Engineering: Michigan Technological UniversityManager, Lean Construction – SW USA

IPD Executive UHS Temecula


National Board Member

Associated General Contractors

Lean Steering Committee

GEORGE ZETTEL


B.S. Architecture: University of FloridaMasters of Architecture: University of FloridaProject ExecutiveArchitect / CM

Lean Construction Champion

Lean Construction Institute: Central Florida

Lean Applied on Educational Projects

Practitioner on Educational Projects

BILL CRISWELL


B.S. Civil Engineering: University of CincinnatiRegistered Professional Engineer, OhioSenior Project ExecutiveFlorida Healthcare DirectorAmerican Society of Healthcare Engineering MemberLean Construction Champion

Lean Construction Institute: Central Florida

Lean Applied on Healthcare Projects

Practitioner on Healthcare Projects

LARRY BLACKBURN


TURNER Construction Company

Founded: 1902 by Henry C. Turner Volume leader in most building types1,200 projects / year ~ $8 Billion Dollars

5,000+ employees 42 offices in the U.S.A.Active in 20 countries


TurnerConstruction.com

We aim to “perfect”! We are not perfect! We are on a “lean journey”!

Lean Transformationis very, very, very hard work…

“A little up every day!”Jeffrey Liker’s Sensei

"The journey of a thousand miles begins beneath one's feet."

7-12-2012© Turner Construction FEFPA Summer Conference Applying Lean Principles

Apply lean to processes before designing facilities Urgency! Apply lean on what you control today Learn quickly with experts and take action daily

TODAY’S 3 KEY MESSAGES


To deliver the most value

from your customers’ perspective

while consuming the fewest resources,

just in time,

perfectly.

LEAN DEFINED

Adding Customer Value + Eliminating Waste


LEAN PRINCIPALS

VALUE As defined from the eyes of the customer.

Ensure that activities in the schedule or process add value for customer.VALUE STREAM

Seek smooth, continuous work flow.FLOW

Bring the service, materials, and or labor only when required.PULL

Create a culture of continual improvement.PERFECTION


FORMS of WASTE

Anything that consumes resources and does not provide value for the customer.WASTE IS:

OVERPRODUCTION

UNDER-UTILIZED TALENT

WAITING INVENTORY MOVEMENT

EFFORT REWORK of ERRORS PROCESSING


Lean Principals

Processes

Lean=

Operational Excellence


Lean Principals

PLAN

DOSTUDY

ADJUST

Develop a plan for a program, a project, or to improve any process.

Execute the plan, first on a small scale.

Observe, measure, evaluate feedback to confirm or to adjust the plan.

Make the plan permanent or study the adjustments to improve and start the PDSA cycle again. Repeat continuously.

PLAN:

DO:

STUDY:

ADJUST:


KEY MESSAGE Owners Apply Lean to your Operations

IMAGINE IF:

1. Owner’s Processes Defined w/ Value Stream Mapping2. Space Program Based On Refined Business Processes3. Link Space Program, Budget, Financial Business Case

1


Operating Processes: Total Cost of Ownership

Supplies21%

Utilities3%

Insure, Legal, Liability

9%

Capital (Const. & Equip.)

15%

Staff49%

Maint. & Repair

3%


Operating Processes: Florida Hospital Food Service

0

5

10

15

20

25

30

Concept Lean

Squa

re F

eet (

1,0

00’s

)

Floor Area Needed

0

100

200

300

400

500

Concept Lean

Salads Made / Staff

Squa

re F

eet (

1,0

00’s

)

22 % Less 68 % More


0

10

20

30

40

50

60

70

Old Way New Way

Day

s To

Pro

cess

Cha

nge

Ord

er

1. Apply Lean Principles to every operation that will be in a space FIRST…

2. Define what you and your stakeholders define as “VALUE”.

3. Then work on the business case for expansion

4. THEN engage an Integrated Team to help develop Target Costs and concept designs, in a “big room”.

60 % Less

* A case for IPD and DB contracts by David Umstot, San Diego Community College Districthttp://www.youtube.com/watch?v=WHuye1uXrso

San Diego Community College District*

http://leanconstruction.us5.list-manage1.com/track/click?u=00bed078e30103552763d42d7&id=c0165ae5b4&e=533f81899b�

Now…SDCCD uses D/B w/ Lean + IPD Ops & BehaviorsAttributed to Dave Umstot SDCCD and Lean Construction Institute Nov. 17, 2011

San Diego Community College District

Kristin Hill, Insideout Consulting www.InsideOutConsulting.biz

Scheduling & Work Planning

http://www.insideoutconsulting.biz/�

Project Development Process Using “Phase GatesConcept

Project Definition

Development

BUILD

Move-In

Operations & Maintenance

Go

No Go

Hold

Hold

Hold

Go

GoNo Go

No Go

Based on Universal Health Services www.UHSPOM.com

•Recognize Need – Opportunity•Discuss w/ Regional VP•Create Draft Business Plan•Discuss Regulatory Needs / CON etc.•Staff commitment•Discuss Capital Cost W/D & C•Very little if any cost •Can be done in 30 Days•Create and Submit CAR/PAC funding Request

Scheduling & Work Planning

KEY MESSAGE Urgency! Apply lean on what you control

IMAGINE IF:

1. Adjust your delivery method within procurement laws2. Include lean behaviors and processes for all suppliers3. Start adjusting approach at any point in current projects

2


Operating Processes: Control Use Capital Projects


Tear down silos for less waste, toadd more value

Use Some Form of Alternative contractDelivery model to tearDown the silos.

“Typical” Organization– 3 Silos Mentality


Adapted From:

McDonough Holland & Allen PCAttorneys at Law

Walls built over 100’s of years by each silo and their attorneys

Integrated Team Concepts – No Silos – New Way


OwnerStakeholder

CM/ GC’s PMCM/GCArchitect’s PM

Owner’sRep. (FPD)

Core Group

Civil

Structural

Mechanical

Electrical

Plumbing

Site

Steel

Mechanical

Electrical

Plumbing

Framing

Landscape

Landscape

OtherOther

INTEGRATED PROJECT DELIVERY TEAM ( IPD )

:

Time fora short break

1009080706050403020100 MIN.



Presenter

Presentation Notes

Custom animation effects: countdown (Advanced) Tip: For the effects on this slide, use a large picture that measures 7.5” high and 10” wide (the dimensions of the slide). To reproduce the animated picture effects on this slide, do the following: On the Home tab, in the Slides group, click Layout, and then click Blank. On the Insert tab, in the Illustrations group, click Picture. In the Insert Picture dialog box, select the 7.5” x 10” picture, and then click Insert. On the slide, select the picture. Under Picture Tools, on the Format tab, in the bottom right corner of the Size group, click the Size and Position dialog box launcher. In the Size and Position dialog box, on the Size tab, under Crop from, in the Right box, enter 5.33”. (Note: Under Size and rotate, the Height should now be 7.5” and the Width should now be 5”.) On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following: Click Align to Slide. Click Align Left. Click Align Middle. On the Insert tab, in the Illustrations group, click Picture. In the Insert Picture dialog box, select the same 7.5” x 10” picture, and then click Insert. On the slide, select the second picture. Under Picture Tools, on the Format tab, in the bottom right corner of the Size group, click the Size and Position dialog box launcher. In the Size and Position dialog box, on the Size tab, under Crop from, in the Left box, enter 5.33”. (Note: Under Size and rotate, the Height should be 7.5” and the Width should now be 5”.) On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following: Click Align to Slide. Click Align Right. Click Align Middle. On the Home tab, in the Drawing group, click Shapes, and then under Rectangle click Rectangle (first option from the left). On the slide, drag to draw a rectangle. Select the rectangle. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following: Click Align to Slide. Click Align Right. Click Align Middle. With the rectangle still selected, on the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Fill in the left pane. In the Fill pane, select Solid fill, and then do the following: Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left). In the Transparency box, enter 10%. On the Animations tab, in the Animations group, click Custom Animation. On the slide, select the left picture. In the Custom Animation task pane, do the following: Click Add Effect, point to Entrance, and then click More Effects. In the Add Entrance Effect dialog box, under Basic, click Peek In. Select the animation effect (peek-in effect for the left picture). Under Modify: Peek In, do the following: In the Start list, select With Previous. In the Direction list, select From Right. In the Speed list, select Medium. On the slide, select the second (right) picture. In the Custom Animation task pane, do the following: Click Add Effect, point to Entrance, and then click More Effects. In the Add Entrance Effect dialog box, under Basic, click Peek In. Select the second animation effect (peek-in effect for the right picture). Under Modify: Peek In, do the following: In the Start list, select With Previous. In the Direction list, select From Left. In the Speed list, select Medium. To reproduce the first animated text effects on this slide, do the following: On the Insert tab, in the Text group, click Text Box. On the slide, drag to draw a text box. Enter Time for a short break in the text box. Select the text. On the Home tab, in the Font group, do the following: In the Font list, select TW Cen MT. In the Font Size list, select 40. Click Bold. Click the arrow next to Font Color, and then under Theme Colors click White, Background 1 (first row, first option from the left). On the Home tab, in the Paragraph group, click Align Text Right to align the text right in the text box. On the text box, drag the adjustment handles to adjust the size of the text box so that the text wraps onto two lines, as in the example above. Drag the text box onto the lower half of the slide, to the left of the middle. On the slide, select the text box. In the Custom Animation task pane, do the following: Click Add Effect, point to Entrance, and then click More Effects. In the Add Entrance Effect dialog box, under Moderate, click Ascend. Select the third animation effect (ascend effect for the first text box). Click the arrow to the right of the selected effect, and then click Timing. In the Ascend dialog box, do the following: In the Start list, select With Previous. In the Delay box, enter 1. In the Speed list, select 1 seconds (Fast). To reproduce the other animated text effects on this slide, do the following: On the Insert tab, in the Text group, click Text Box. On the slide, drag to draw a text box. Enter : in the second text box. Select the text in the second text box. On the Home tab, in the Font group, do the following: In the Font list, select TW Cen MT. In the Font Size list, select 90. Click Bold. Click the arrow next to Font Color, and then under Theme Colors click Black, Text 1 (first row, second option from the left). On the Home tab, in the Paragraph group, click Align Text Left to align the colon left in the second text box. Drag the second text box into the upper half of the slide, to the right of the middle. On the slide, select the second text box. In the Custom Animation task pane, do the following: Click Add Effect, point to Entrance, and then click More Effects. In the Add Entrance Effect dialog box, under Moderate, click Descend. Select the fourth animation effect (descend effect for the second text box). Under Modify: Descend, do the following: In the Start list, select With Previous. In the Speed list, select Fast. On the slide, select the second text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Click in the third text box, delete the colon, and then enter 10. Drag the 10 text box on top of the second text box, until the number is positioned to the right of the colon. On the Home tab, in the Editing group, click Select, and then click Selection Pane. In the Selection and Visibility pane, select the 10 text box. In the Custom Animation task pane, do the following: Click Add Effect, point to Exit, and then click More Effects. In the Add Exit Effect dialog box, under Basic, click Disappear. Select the sixth animation effect (disappear effect for the second text box). Click the arrow to the right of the selected effect, and then click Timing. In the Disappear dialog box, on the Timing tab, do the following: In the Start list, select After Previous. In the Delay box, enter 1. In the Selection and Visibility pane, select the 10 text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Click in the fourth text box, delete 10, and then enter 09 (the content of the previous text box, minus one second). In the Selection and Visibility pane, select the 09 text box. On the slide, drag the selected text box on top of the other text boxes. In the Custom Animation task pane, do the following: Select the seventh animation effect (descend effect for the 09 text box). Click Change, point to Entrance, and then click More Effects. In the Change Entrance Effect dialog box, under Basic, click Appear. Select the seventh animation effect (appear effect for the 09 text box). Click the arrow to the right of the selected effect, and then click Timing. In the Appear dialog box, on the Timing tab, in the Delay box, enter 1. In the Selection and Visibility pane, select the 09 text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. On the slide, click in the duplicate text box, delete 09, and enter 08 (the content of the previous text box, minus one second). In the Selection and Visibility pane, select the 08 text box. On the slide, drag the selected text box on top of the other text boxes. On the slide, continue to duplicate, edit, and drag the text boxes as in steps 16-18, entering a number in each new text box that is one second less than the previous text box, until there is a total of 11 numbered text boxes. (Note: The final text box will contain 00). In the Custom Animation task pane, select the last animation effect (disappear effect for the 00 text box), and then click Remove.

Parade Of Trades Simulation


1. Hands on simulation – reliability vs. speed.

32

Topic 6: Workflow: The Parade of TradesBuilding Out the Finishes in 35 Classrooms

A simulation to illustrate what is more

important to advancing work most

efficiently, smoothly, with the highest

productivity:

Point speed OR system reliability?

© 2012 Lean Construction Institute

33

Topic 6: Workflow: The Parade of TradesClassroom Wing Floor Plan

CR 1 3 5 7 9 11 13 15 17

Corridor

2 4 6 8 10 12 14 16 M W

19 21 23 25 27 29 31 33 35

Corridor

18 20 22 24 26 28 30 32 34


34

Topic 6: Workflow: The Parade of Trades

The Simulation: Parade of TradesSeven trades pass work to each other to build out 35 classrooms. Work is completed at the end of the week and passed to next trade. Place materials on table as shown.

Chips & Score Sheet Dice Starts Here

Metal Studs/Insulation

Electrical

Plumbing

Paint/Wall Covering

AcousticalCeiling

Gyp.Brd. /Tape

Mechanical

START Here


35

Topic 6: Workflow: The Parade of TradesParade Of Trades – Scope Of WorkGiven These Facts:

Each chip represents one of 35 classrooms.

Rolling the die determines how many classrooms your

trade worked on each week. ( You completed your

trade’s work on X number of classrooms. )

Each trade rolls the die to advance work ( chips ) to

the next trade.

Each dot on the die represents one crew work unit.

The unburdened cost of one crew unit is $1000.


36

In A Perfect World – Time and Capacity

What is the average roll on a die? ( your crew’s capacity) 3.5 classrooms/ week[ 1+2+3+4+5+6 = 21/6 = 3.5 ]

How many weeks will it take each trade to finish their work on 35 classrooms?10 ( 35 / 3.5 = 10 weeks )

How many weeks will it take the team to finish 35 classrooms?16First Trade takes 10 weeks, second trade finishes

one week later, or week #11, etc. so 7th station finishes Week #16.


37

Topic 6: Workflow: The Parade of TradesMaster Schedule

Build Out 35 Classrooms

Electrical


Plumbing

Mechanical

Gyp Brd/Tape

Acoustical CeilingPaint/Wall Covering


38

What Would You Bid To Do This Job?

Ideally, how much capacity does your team need to finish? …or the total of all 7 stations’ total of their rolls of the die; 245 Each trade representative rolls average of 3.5 units. for 10 weeks 7 trades are working 3.5 roll X 10 weeks X 7 trades = 245 total rolled (how

much capacity your team needs to get all 35 classrooms done. On average!)

So if it costs us $1,000/crew unit unburdened X 245 = $245,000 Cost

What would you add for profit? $37KLet’s just say 15%15% would be $ 37K + $ 245,000 = $282,000


39


The Simulation: Parade of TradesSeven trades pass work to each other to build out 35 classrooms. Work is completed at the end of the week and passed to next trade. Place materials on table as shown.

Chips & Score Sheet Dice Starts Here


Electrical

Plumbing

Paint/Wall Covering

AcousticalCeiling

Gyp.Brd./Tape

Mechanical

START Here

Pass chips to right

Pass die to left


40



Mechanical

Electrical

Plumbing

AcoustCeiling

Paint /Wall Covering

35

PassDie to LEFT

GypBrd/Tape

Passchipsto your right

The Parade of Trades – Complete 35 Classrooms

= Queue Space

Work isDone

Start

Finish

Queue holds your

“Available”Work


41

Topic 6: Workflow: The Parade of TradesScore Card

Look at your score card and notice that your scorecard starts on

the week you first show up to do work. For example, the “Plumbing” trade starts work on week # 2

so Plumbing does not have a week # 1 on scorecard –Plumbing does not roll week 1.

For the first 7 weeks, your station number is the same as the

number of the week you make your first roll. Station 1, Metal Studs/Insulation, starts rolling first Week #1

Station 2, Plumbing starts rolling and rolls first in Week #2

Station 3, Mechanical, starts rolling and rolls first in Week #3


42


Example For Week 1 –Metal Studs/Insulation

Metal Studs35

Week Capacity Passed LostCapacity

Remaining IncomingInventory

Number on die you rolled

Number of nuts you can pass

Capacity minus

Passed

Available minus

Passed1 3 3 0 322

3 etc

“Available”Work

BA. A minus B

3 minus 3 = 0 35 minus 3 = 32


43


12

Example For Week 2 –Plumbing

Plumbing

3*





Capacity minus

Passed

Available minus

Passed

1 pass the die to the left

2 2 2 0 1

3 etc

“Available”Work

* 3 camefrom


done week #1

BA A minus B

2 minus 2 = 0 3 minus 2 = 1


44


13

Example For Week 2 – Metal Studs/Insulation

Metal Studs

32





Capacity minus

Passed

Available minus

Passed1 3 3 0 32 2 2 2 0 303 etc

“Available”Work

BA A minus B

2 minus 2 = 0 32 minus 2 = 30


45


14

Example For Week 3 -Mechanical

Mechanical

2

Week#

Capacity Passed LostCapacity




Capacity minus

Passed

Available minus

Passed1 No roll Pass the Die to the left

2 No roll Pass the Die to the left

3 5 2 3 0

“Available”Work

2 cameFrom

PlumbingWeek # 2

BA A minus B

5 minus 2 = 3 2 minus 2 = 0


46


15

Example For Week 3 –Plumbing

Electrical

3*



Number on dice you

rolled

Number of chips you can pass

Capacity minus

Passed

Available minus

Passed

2 2 2 0 13 4 3 1 0

“Available”Work

Had 1 inqueue + 2 camefrom

Metal Studs/Insulationweek #2

BA A minus B

4 minus 3 = 1 3 minus 3 = 0


47


16

Example For Week 3 – Metal Studs/Insulation

Metal Studs

30





Capacity minus

Passed

Available minus

Passed1 3 3 0 32 2 2 2 0 303etc

1 1 0 29

“Available”Work

BA A minus B

1 minus 1 = 0 30 minus 1 = 29


48

Topic 6: Workflow: The Parade of TradesStart Simulation – Go slow at first!

You only write down numbers on your score sheet

when you roll the die.

Help each other fill in log correctly. Check math with

the formula in each column.

Each box, each column needs to be filled in with a

number. Double check with facilitator.

Ask questions if in doubt


49

Topic 6: Workflow: The Parade of TradesScorecard


Paint/Wall Covering


4

50

Topic 6: Workflow: The Parade of TradesDiscussion #1

What are the results? Which die “won”?

Why? What caused the different results?


51

Topic 6: Workflow: The Parade of TradesDice Average ( mean ) Roll

Blue: 1 + 2 + 2 +5 + 5 + 6 = 21 21/6 = 3.5

Black: 1 + 2 + 3 + 4 + 5 + 6 = 21 21/6 = 3.5

Red: 2 + 3 + 3 + 4 + 4 + 5 = 21 21/6 = 3.5

Green: 3 + 3 + 3 + 4 + 4 + 4 = 21 21/6 = 3.5

What if average roll were 3? 3 + 3 + 3 + 3 + 3 +3 = 18 18/6 = 3 ( zero variation )


52


21

RESULTS PLAYED BY COMPUTER

Average Loss 115.8 97.6 75.3 51.2 37 17.3

0

5

10

15

20

25

30

35

40

1 2 3 4 5 61.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.41.1.1.6.6.6

AverageWorst

Best

Die Color Blue Black GreenRed

Worst

Average

Best

Red

Die

Blu

e D

ie

Bla

ck D

ie

Gre

en

HIGH Variation LOW Variation


Low Reliability High Reliability

53


Look at all the numbers on the scoreboard:

Which die might represent the job that would have the next safety incident?

What makes you say that?


54


Why did you have a great start?

Why the bad finish?


55


Which die is most like a project?

Which die would you rather have?


56


When we have trouble on a project and someone is behind schedule, which die do we ask our team / specialists’ to use?


57


So is it more important to have a fast die, or a reliable die?

Does our scheduling software and processes measure variation/reliability?


58

• What would be the specific advantages of improved work flow reliability on your projects?

Topic 6: Workflow: The Parade of TradesDiscussion #6Topic 6: Workflow: The Parade of TradesDiscussion #7


59

Topic 6: Workflow: The Parade of TradesKey Points

Reducing workflow variability. Improves total system performance.Makes project outcomes more predictable.Simplifies coordination.Reveals new opportunities for improvement.

Point speed and point productivity do NOT matter –system throughput MATTERS!

Strategy: Reduce variation FIRST (become reliable); then look for ways to increase speed of the team to further increase team’s reliability.


60

Topic 6: Workflow: The Parade of TradesWhat does this all mean?

1. We must find ways to reduce variation, improve the reliability of our planning and production schedules.

2. The Last Planner® Planning System helps us measure and improve our work planning as a team to remove variation, thus we increase reliability.

3. We will talk more about elements of the Last Planner ® Planning System – however, it takes a concerted team effort and coaching to use these processes and tools and to change our behaviors.


Phase Pull PlansMake Ready Plan with Constraint Analysis

Planning System Measurement

Collaboration w/ Last Planner® System


Weekly Work Planning

• Specify use of the Last Planner Planning System in scheduling process

• Everything on Wheels - Nothing hits the Ground

• Maximize use of BIM – Design, Prefab Enabling + Clash

Control Use of Lean Principles Capital Projects

Capi

tal P

roje

ct P

roce

ss


Presenter

Presentation Notes

Thanks for this opportunity to share some of the things we are learning – and challenged with.

National Center for Therapeutics Manufacturing

+Ferguson Pape BaldwinHarrison Kornberg

7-12-2012© Turner Construction - FEFPA Summer Conference

1. Last Planner Planning System

2. Everything On Wheels

3. Nothing Hits Ground

4. Temp power off the ground

5. Supply chain management – Owner rep procurement

6. Kit of Parts - Pull / Just in time

7. Pre-assembly – off site

8. Vela Quality Mgmt. – remote access via tablet PC

9. Alternative Delivery - CM at Risk + Design Assist

10. Full BIM implantation

Case

Stu

dies

: Ben

efits

of l

ean


4 STRATEGIES delivering the project

Design Assist “A” SubsFull BIM ImplementationLean ImplementationBIM Execution in the Field



DESIGN ASSISTSiteworkConcrete / SteelMechanicalElectricalPlumbingExterior Skin Trades



BIM Model – Early collaborationEarly Competitive Numbers ConstructabilitySchedule

Full BIM Implementation

Original

Current Mullion Clip Drywall Support

Before

After



Lean Construction“Nothing touches the Ground”The 5 S’s

1. SORT2. STRAIGHTEN3. SHINE / SWEEP4. STANDARDIZE5. SUSTAIN / SELF-DISCIPLINE



Nothing Hits the GroundNational Center for Therapeutics Manufacturing


Nothing Hits the Ground



Effective Communication in the Field



Pre-Fabrication



Pre-FabricationJust in time delivery



Cincinnati Public School Program – Ohio

• $1.1 Billion

• 56 Schools– Multiple Architects

– Last Planner System

– Completion

Case

Stu

dies

: Ben

efits

of l

ean










9. Alternative Delivery - CM at Risk

Case

Stu

dies

: Ben

efits

of l

ean

Cincinnati Public School Program – Ohio



Northern Kentucky University Griffin Hall Center for InformaticsArchitect: Goody Clancey

Case

Stu

dies

: Ben

efits

of l

ean









9. Alternative Delivery - CM at Risk

Northern Kentucky University Griffin Hall Center for InformaticsArchitect: Goody Clancey

Case

Stu

dies

: Ben

efits

of l

ean


Florida Atlantic UniversityArts & Letters - Boca Raton, FLArchitect Astorino,

• $ 18.8 Million• 65,000 SF Complete 8/2010 Highlights – Last Planner Planning System Complete on time even w/ owner scope changes.

Case

Stu

dies

: Ben

efits

of l

ean

• You don’t need to start at beginning of a job

• Sell it, not tell it

• You can start improving

things with trades having

ZERO lean experience

• Invest in a proven coach

+Use lessons from others

Last Planner Planning System


Tear

ing

Dow

n Si

los

Presenter

Presentation Notes

( building / earning trust ) Trades call Jeff to get advice on Non-Turner jobs

• Find ways to get leadership commitment earlier

• Start using lean thinking early – concept phase.

• Start off-site buffer warehouse earlier – supply chain to improve “make ready” capability.


Tear

ing

Dow

n Si

los

• Find ways to get leadership commitment earlier

• Start using lean thinking early – concept phase.


Tear

ing

Dow

n Si

los

KEY MESSAGE31. Make the case for change

2. Get leadership on board to lead transformation

3. Pick low hanging fruit – visible, quick, sustainable

4. Continue improving processes

Where Do I Start?Learn quickly with experts and take action daily!


Step

s To

Lea

n Jo

urne

y

Presenter

Presentation Notes

In the 2009 LIPS we featured the Miami Intermodal Center with Fran Get MOST VALUE ADD w/ Lean In-house First Apply lean principles today with as many collaborators as you can get, and in ways that fit your people, systems etc. for things you control. - Office / Enterprise, and Projects

• Books that help accelerate transformation– The Goal – Ely Goldratt

– Velocity – Goldratt Institute

– The Toyota Way – Jeffery Liker

– 2 Second Lean – Paul Akers

– High Velocity Organizations – Stephen Spears

Where Do I Start?Le

an In

The

Pub

lic S

ecto

rSt

eps

To L

ean

Jour

ney


Presenter

Presentation Notes


1. High Performance Government: www.hpgnetwork.com

2. Lean Enterprise Institute: www.lean.org

3. http://shingoprize.org/

4. www.epa.gov/lean/starterkit/

5. www.leanconstruction.org

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I just wanted to share some potential places for all of us to get more information – workshops, conferences, access to coaching. Join LCI as a corp sponsor today!

http://shingoprize.org/�

http://www.shingoprize.org/�

• Three Key Messages1. Owners apply lean to your operations before

writing business case and before concept design

2. All industry players start applying lean somewhere today! YOU CAN START IN ANY PHASE OF A CURRENT PROJECT.

3. Teams learn best in action with a proven coach!

REINFORCING – 3 Key MessagesSt

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• Timewise– Don Chappell www.timewisems.com

• Florida Manufacturing Excellence Partnerships– http://www.floridamep.org/ 321—939-4000

• Harry Kenworthy – Lean For Public Agencies– [email protected]

http://www.leangovcenter.com• Paladin – Lean Coach For Capital Projects

Ed Anderson - [email protected]• Lean Project Consultants ( LPC )

Hal Macomber www.leanproject.com

Lean Consultants We Know Of…Le

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These firms are possible resources to consider and are being listed here is NOT an endorsement by Turner Construction, nor LCI, Nor FEFPA.


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Other Examples of Lean Applied In Florida: Partial List

City of Cape Coral – Lean in Government – started in 2006• Building permit from 21 days to 8 days• Strategic Leadership and Governance Award from the International City/County Management Associationwww.capecoral.net/enus/government/citymanager/leangovernment.aspx

Jacksonville – Sherriff's Department

Florida Manufacturing Extension Partnershiphttp://www.floridamep.org/success_stories.html

IPD for public and private owners – white paper – joint effort includes input by Association of Higher Education Facility Officers (APPA) Example from Emory University - Stephen Thweatt

7/12/2012 © Turner Construction FEFPA Summer Conference

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http://www.floridamep.org/success_stories.html�

Miami Intermodal Center - Miami, Florida

Four levels, each 20 acres in size (approximately eight square city blocks); Space available for 16 rental car companies, Second largest facility of its kind in U.S. 6,500 total car capacity allocation, hub for MIA Mover – shuttling passengers from the terminal to rental center. Use of lean construction principles.

Client: Florida Department of Transportation.Architect: Heery / Sequeira & Gavarrete

CM/GC: Turner Construction – Multiple Phased GMP’sSquare Feet: 3,400,000

7/12/2012 © Turner Construction FEFPA Summer Conference 2

Multiple Central Plants, Orlando, FL

New central plants Client: City of Orlando – Orlando Utilities Commission

Architect: D/B – West Brook Air Conditioning & Plumbing ( Owen Matthews ) CM/GC: D/B – West Brook Air Conditioning & Plumbing ( Owen Matthews )


Max Planck Florida Institute - Jupiter, Florida

A world class research facility: vivarium, bio-imaging core, MRI, biochemistry and biophysics labs. Next to The Scripps Research Institute and Florida Atlantic University.

Client: Max Planck Society

Architect: Zimmer Gunsul Frasca Architects, LLP and PGAL

CM/GC: Weitz/DPR Construction Joint Venture

Square Feet: 100,000atures:


The Scripps Research Institute

Scripps, FL A biomedical research facility and corporate campus located adjacent to Florida Atlantic University. The three building complex includes chemistry and biology laboratories, Class A office space, a 250-seat auditorium, a library, a distance learning center and a central energy plant.

Client: The Scripps Research InstituteArchitect: The Zeidler-BCJ Partnership

CM/GC: Weitz / DPR Construction Joint Venture.

Square Feet: 364,000 $ 137M Const. Cost


Florida Institute of Technology - Melbourne, FL

New Physical Science Center that houses the chemistry, physics and space sciences departments: features 14 teaching classrooms, 21 research laboratories, two large multi-use lecture and demonstration halls, a clean and cold room, gas storage areas, faculty offices and a student lounge, astronomy observatory dome with an Ortega 0.8-meter telescope and a viewing deck for 15 telescopes, Nuclear Magnetic Resonance facility with three NMR spectrometers.

Client: Florida Institute Of TechnologyArchitect: STH Architectural Group

CM/GC: Weitz / DPR Construction Joint Venture.

Square Feet: 66,639


Florida International University - Melbourne, FL

Lab/Classroom Complex will provide the University with its first vivarium, a 10,000 sq. ft. transgenic space, BSL2 labs, flexible research space, study rooms for graduate students, offices, and faculty/student gathering spaces that will promote collaborative work

Client: Florida International UniversityArchitect: Perkins + Will

CM/GC: DPR Construction

Square Feet: 137,000 - Feb. 2013 target completion


Tradition Medical Center, Port St. Lucie, FL

New 84-bed, two-story hospital using an integrated project delivery (IPD) contract.

Client: Martin Memorial Health SystemsArchitect: HKS ArchitectsStructural Design: TLC EngineeringCM/GC: Balfour Beatty Construction

Square Feet: 136,670 ~ $ 100M Const. Cost Q1 2014 target completion


Wellington Regional Medical Center Expansion, Wellington, FL

Expanding the existing hospital by 80 bed, the team re-started the project using an integrated project delivery (IPD) contract.

Client: Universal Health Services - UHS

Architect: HKS Architects

CM/GC: Robins and Morton

Square Feet: 103,000 Q4 2012 target completion



Question & Answers

FEFPA Summer Conference

Boca Raton Resort & Club

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