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Please comply with the Lean Construction Institute’s Usage Policies and Attribution Guidelines at http://www.leanconstruction.org/usage.pdf
when using this file. Thank you.
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LCI Michigan Chapter – Featured Speaker Meeting
Lean Project Delivery: Eliminate Waste ‐ Add Value; Countryside Senior Apartments Case Study. y p y
Afshan Barshan, Skender Construction
Nov 18, 2010Kellogg Conference Center • East Lansing, MI
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LCI Michigan Chapter
Meeting AgendaMeeting Agenda
• 5:00 – 5:15 pm Registration5:00 5:15 pm Registration
• 5:00 – 5:30 pm Dee Cramer Sponsored Drinks Bar
• 5:15 – 6:30 pm Networking Dinner5:15 6:30 pm Networking Dinner
• 5:30 – 5:45 pm LCI Michigan Overview & Updates
• 5:45 – 7:00 pm Lean Project Delivery – Afshan• 5:45 – 7:00 pm Lean Project Delivery – AfshanBarshan, Skender Construction
• 7:00 – 7:45 pm Key Takeaways and Questions7:00 7:45 pm Key Takeaways and Questions
• 7:45 – 8:00 pm Plusses / Deltas for the Meeting
Nov 18, 2010 Kellogg Conference Center • East Lansing, MI2
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LCI Michigan Chapter
Role of LCI ChaptersRole of LCI Chapters
Create a new common sense for theCreate a new common sense for the Architecture‐Engineering‐Construction (AEC) industry while supporting the mission of LCIindustry while supporting the mission of LCI.
‐ Communities of Practice ‐Communities of Practice
Nov 18, 2010 Kellogg Conference Center • East Lansing, MI3
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LCI Michigan Chapter
Mission of LCI ChaptersMission of LCI Chapters
• Provide a regional forum for conversationsProvide a regional forum for conversations among practitioners
• Understand what we know as a community• Understand what we know as a community
• Identify what we don’t know as a community
• Find new ways of working together
Nov 18, 2010 Kellogg Conference Center • East Lansing, MI4
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LCI Michigan Chapter
LCI Chapter StructureLCI Chapter Structure
LCI Michigan Organizing
C G
Events Dennis Bishop (Chair)Chad Stirrett (Chair)
Membership
LCI Michigan Organizing Committee Structures as of 11-18-2010
Core GroupCo‐Chairs
Remo MastroianniBob Mauck
MembershipIsis Tomik (Chair)
R&DGerald BoernerGerald Boerner
(Chair)
FinanceMatt Pulick (Chair)
• Core Group Meetings
Matt Pulick (Chair)
Historian Tariq Abdelhamid
MeetingsNov 18, 2010 Kellogg Conference Center • East Lansing, MI
5
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LCI Michigan Chapter
Core Group MembersCore Group Members1. Brian Arbuckle (Detroit Edison) 16. Sam Jain (Enovio)
as of 11-18-2010
2. Harvey Berman (Bodman, LLP) 3. Dennis Bishop (Roncelli)4. Gerald Boerner (Clark)
kl
17. Tom Knoll (Dow Chemical)18. Brad Laackman (Case Systems) 19. Remo Mastroianni (Walbridge)20 Bob Mauck (Gh f i A i t )5. Steve Coakley (Detroit Edison)
6. Matt Cramer (Dee Cramer)7. Mohamed El‐Gafy (MSU) 8 Samir Emdanat (Ghafari Associates)
20. Bob Mauck (Ghafari Associates)21. Matt Pulick (Walbridge)22. David Robson (Walbridge) 23 Dan Rooney (Christman)8. Samir Emdanat (Ghafari Associates)
9. Tom Fletcher (Pfizer) 10. Kirk Frownfelter (Skanska) 11 Joyce Hess (USACE)
23. Dan Rooney (Christman)24. Al Smith (Proservices)25. Chad Stirrett (MSU)26. Chris Thronson (Skanska)11. Joyce Hess (USACE)
12. Art Theuch (Christman)13. Steve Hunt (Dee Cramer)14. Brindley Byrd (Michigan Construction Career
)
( )27. Isis Tomik (Johnson Controls)28. Michael Vandemaele (Proservices)29. Melissa Villarreal (Walbridge)
Council)15. Tariq Abdelhamid (MSU)
30. Mark Sands (Performance Building Institute)
6Nov 18, 2010 Kellogg Conference Center • East Lansing, MI
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LCI Michigan Chapter
LCI Michigan 2011 Calendar (tentative)
7Nov 18, 2010 Kellogg Conference Center • East Lansing, MI
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LCI Michigan Chapter
LCI Chapter StructureLCI Chapter Structure
• Membership at LCI Michigan vs LCI NationalMembership at LCI Michigan vs. LCI National
• Chapter Documents:htt // l t ti / h t ht #– http://www.leanconstruction.org/chapters.htm#Michigan
R d R bi !!• Round Robin!!
Nov 18, 2010 Kellogg Conference Center • East Lansing, MI8
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Lean Project Delivery: Eliminate Waste ‐ Add Value;Lean Project Delivery: Eliminate Waste Add Value; Countryside Senior Apartments Case Study.
Afshan Barshan, LEED APSenior Project Managerj g
Skender Construction
9Nov 18, 2010 Kellogg Conference Center • East Lansing, MI
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LCI Michigan Chapter
About the Speaker!• Afshan Barshan has been with Skender Construction for over five years, and possesses over fifteen years
experience in construction management As Senior Project Manager Afshan Barshan is directlyexperience in construction management. As Senior Project Manager, Afshan Barshan is directly responsible for leading the project management team and overseeing various healthcare related and mixed use residential projects. He continually cooperates with the owners and their representatives, keeping them informed of construction progress, and on negotiated projects, advise them of actual costs versus budget on a regular basis. He holds a Master of Science Construction Management from Michigan State University. His areas of concentration at Michigan State were focused on project scheduling, construction estimation and lean construction. Afshan is an active member of the Lean Construction Institute (LCI) and reviews research papers for Lean Construction Journal.
i k d i f h h l d f• Prior to Skender Construction, Afshan Barshan was employed at Neumann Homes Inc. as a Manager of Production. While at Neumann Homes, he was responsible for a 960 home site project averaging a closing rate of three to five homes a week. Originally residing in India, Afshan Barshan acquired experiences as Quality Control and Assurance Manager working on several high rise residential and commercial projects.
• Afshan’s speaking experiences includes seminars on Lean Construction Techniques at Michigan State University, Northwestern University for graduate and undergraduate courses.
Nov 18, 2010 Kellogg Conference Center • East Lansing, MI10
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LCI Michigan Chapter
• Questions after presentation:– Please discuss the Life Cycle Cost Benefits Analysis performed in this project.
– How did you validate the duration estimates given by the Specialty trades during the Master/Phase Scheduling phases?
– Discuss how the Target Cost was determined.
– When is the best time to employ the phase schedule?
– What would be the Lean standard for the entire Organization?
– How was scope creep managed?
– Why wasn’t this project considered a Lean Project Delivery project, since it used an IFOA?
Plus Delta
Why wasn t this project considered a Lean Project Delivery project, since it used an IFOA?
– How can we get the “right” price in a world of low price?
– Is there a lean approach to dealing with municipalities?
Plus Delta
Food Relevant Topic Eat Earlier More Owners
Depth in topic On Schedule More Municipalities
Different time for eventMunicipalities event
Sponsored Drinks Format (think ofpanels)
11
by Chapter Historian
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Lean Project Delivery:Eliminate Waste – Add ValueEliminate Waste Add Value
Case Study:Case Study:Countryside Senior Apartments
By: Afshan Barshan
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ObjectivesObjectives
• Concepts and benefits of Lean Project Delivery• Concepts and benefits of Lean Project Delivery
• Concepts and benefits of target costing• Concepts and benefits of target costing
• Lean Construction preplanning and productionLean Construction preplanning and production management approach and its benefits
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Changing ParadigmChanging Paradigm
“Adapted by T. Abdelhamid (2007) from Vanegas, J.A., DuBose, J.R., and Pearce, A.R. (1996). “Sustainable Technologies for the Building Construction Industry.” Proceedings, Symposium on Design for the Global Environment, Atlanta, GA, Nov. 2 - 4.”
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“Owners are beginning to see how their ownOwners are beginning to see how their own approaches to construction can actually fosterinefficiency and raise costs or in contrastinefficiency and raise costs -- or, in contrast,how the right strategy can create the kind ofcollaborative and open working environmentcollaborative and open working environment
in which jobs are done quickly and done right”
CMAA Executive Director Bruce D’Agostino
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Owners Top Concerns (CMAA 2005)Owners Top Concerns (CMAA 2005)
• Trust and integrity in the construction process Trust and integrity in the construction process
• Coordination/Collaboration among team members
• Improved relationships between contractors, CM staff, ..designers and final users
• A/E consciousness of the cost to build their designs
• Bringing contractors, subs, and suppliers on board during ..the design phase
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Owners Top Concerns (CMAA 2005)Owners Top Concerns (CMAA 2005)
• Scope control/communicating a clear work scope• Scope control/communicating a clear work scope
• Providing drawings that are more complete to build the projectg g p p j
• Owner responsibility for the process
• Owner decision-making responsiveness
• Attaining good project definition
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Countryside Senior ApartmentsCountryside Senior Apartments
• HistoryHistory• Project Description
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Lean Project Delivery System
Purposes
PROJECTDEFINITION
Operation MaintenanceAlteration
Decomm.
USE
Design CriteriaCommiss‐
ioning
Work StructuringProduction Control
Design Concepts
Installation
Process Design
LEAN DESIGNProcurement
InstallationLEAN
PRODUCTION
Product Design
DetailedScopes/
Engineering
Logistics
LEANSUPPLY (adapted by Afshan Barshan, after Ballard
( 2000) and Abdelhamid (2008)
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Lean Project Delivery SystemLean Project Delivery System
Last Planner ™ Systemy
W k S iWork StructuringProduction Control
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Project Definition
Purposes
PROJECTDEFINITION
Operation MaintenanceAlteration
Decomm.
USE
Design CriteriaCommiss‐
ioning
Work StructuringProduction Control
Design Concepts
Installation
Process Design
LEAN DESIGNProcurement
InstallationLEAN
PRODUCTION
Product Design
DetailedScopes/
Engineering
Logistics
LEANSUPPLY (adapted by Afshan Barshan, after Ballard
( 2000) and Abdelhamid (2008)
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Project DefinitionProject Definition
• Owner’s goalsOwner s goals
IHDA i t• IHDA requirements
• Municipal requirements
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LEED Project ChecklistLEED Project Checklist
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Site Plan Version 1
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Elevation Version 1
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Final Site Plan
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Final Elevation
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Lean Design
Purposes
PROJECTDEFINITION
Operation MaintenanceAlteration
Decomm.
USE
Design CriteriaCommiss‐
ioning
Work StructuringProduction Control
Design Concepts
Installation
Process Design
LEAN DESIGNProcurement
InstallationLEAN
PRODUCTION LEANDESIGN
Product Design
DetailedScopes/
Engineering
Logistics
LEANSUPPLY (adapted by Afshan Barshan, after Ballard
( 2000) and Abdelhamid (2008)
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Target Costing : What is it?Target Costing : What is it?
Cost management technique used in project design• Cost management technique used in project design ..process
• Prioritizing where budgeted dollars are best spent
• Input to the design process, not as an outcome of designInput to the design process, not as an outcome of design
• Reducing cost during the design phase through constant monitoring..monitoring
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Target Costing : The Cardinal RuleTarget Costing : The Cardinal Rule
Th t t t f j tThe target cost of your project can never be exceeded
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Overview of Target Costing ApproachOverview of Target Costing Approach
V lV lEstablish
The
Target Cost
Establish
The
Target Cost
Component
Level Target
Costing
Component
Level Target
Costing
Value
Engineering &
Analysis
Value
Engineering &
Analysis
Monitor
Design
Monitor
Design
yy
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Establishing Target CostEstablishing Target Cost.
EstablishEstablish ComponentComponent Value
E i i
Value
E i iMonitor Monitor
The
Target Cost
The
Target Cost
Level Target
Costing
Level Target
Costing
Engineering &
Analysis
Engineering &
Analysis
DesignDesign
• Market driven
• Expected revenues/income from the development
• Proforma creates the structure for determining the target cost
• Team discussion
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Component Level Target CostingComponent Level Target Costing
EstablishEstablish ComponentComponent Value
E i i
Value
E i iMonitor Monitor
The
Target Cost
The
Target Cost
Level Target
Costing
Level Target
Costing
Engineering &
Analysis
Engineering &
Analysis
DesignDesign
• Individual target costs : assemblies, components and systems
T t l f t l l t t t t t l t t t• Total of component level target costs = total target cost
• Disciplined design and construction teams
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Decomposing Into ComponentsDecomposing Into Components
Substructure
Shell
Interiors
Services
Equipment & Furnishings
Building SiteworkBuilding Sitework_________________________
Building Subtotal
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Decomposing Into Components
Substructure
Decomposing Into Components
Substructure
Shell
Interiors
Services
Equipment & Furnishings
B ildi Sit kBuilding Sitework_________________________
Building Subtotal
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Decomposing Into Components
Shell
Decomposing Into Components
ShellFloor Construction: $14.38/Sq Ft
Roof Construction: $13.49/Sq Ft
Exterior Walls: $58.23/Sq Ft
Exterior Windows: $38 08/Sq FtExterior Windows: $38.08/Sq Ft
Exterior Doors: $22.89/Sq Ft
$Roof Coverings: $24.42/Sq Ft
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Apply Value Analysis TechniquesApply Value Analysis Techniques
EstablishEstablish ComponentComponent Value
E i i
Value
E i iMonitor Monitor
The
Target Cost
The
Target Cost
Level Target
Costing
Level Target
Costing
Engineering &
Analysis
Engineering &
Analysis
DesignDesign
• Achieve its necessary functions and characteristics
• Required function and quality at an acceptable cost
• Satisfies the end users at an acceptable cost
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Apply Value Analysis TechniquesApply Value Analysis TechniquesExterior Walls: $58.23/Sq Ft
Functions
• Support Loads
• Resist fire for a certain amount of time – 2 HR UL
• Meet IHDA minimum R-value of R-21…R 21
• LEED criteria
• QualityAt l t 50% f b i k• At least 50% face brick
• Metal composite panels
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Exterior Wall System Analysis
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Exterior Wall System AnalysisExterior Wall System AnalysisExterior Wall Material Thick (in.) R-value $/SF (wall area)Brick and block w/ rigid insulation in cavity and foam
Utility Face Brick 3 5/8 0.39 $ 28.00
Ai / i id i l ti 1 3/4 0 92 $ 1 50insulation in stud space Air space/rigid insulation 1 3/4 0.92 $ 1.50
8" CMU 7 5/8 1.11 $ 12.00
Spray Foam Insulation (R=6.4/in.) 3.5 22.40 $ 5.00
Gyp. Bd. 5/8 0.45 $ 1.60 yp $
Total 17 1/8 25.27 $ 48.10
Exterior Wall Material Thick (in.) R-value $/SF (wall area)Alum. panel, rigid insulation and concrete block backup w/ foam insulation in stud space
Aluminum panel system 1/2 0.00 $ 50.00
Air space 3/4 0.39 $ -
Gypsum sheathing w/hat channels 5/8 0 45 $ 3 85Gypsum sheathing w/hat channels 5/8 0.45 $ 3.85
8" CMU 7 5/8 1.11 $ 12.00
Spray Foam Insulation (R=6.4/in.) 3.5 22.40 $ 5.00
Gyp. Bd. 5/8 0.45 $ 1.60
Total 13 5/8 24.80 $ 72.45
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HVAC System ComparisonHVAC System Comparison
Alternate # Equipment Options Installation Cost Energy Cost Energy Savings
1 PTAC w/baseboard $ 1,092,000.00 $ 19,948.00 30.90%
2 Heat Pump w/Cooling tower $ 960,000.00 $ 20,840.00 27.50%
3 PTAC w/Electric heat $ 720,000.00 $ 20,622.00 28.90%
4 Geo-Thermal Heat Pump $ 2,010,000.00 $ 17,486.00 39.40%
DBHMS, 2008
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Monitor the DesignMonitor the Design..
EstablishEstablish ComponentComponent Value
E i i
Value
E i iMonitor Monitor
The
Target Cost
The
Target Cost
Level Target
Costing
Level Target
Costing
Engineering &
Analysis
Engineering &
Analysis
DesignDesign
• Apply “The Cardinal Rule”
• If target costs increase somewhere, reduced elsewhere by g yan equivalent amount
• Stop the steady and relentless creep
• Ensure design details match estimate assumptions
• Continue to optimize value to ownerCo t ue to opt e a ue to o e
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Countryside Budget DevelopmentCountryside Budget Development
$11 200 000
Overall Project Budget Overall Project Budget
$11,071,487
$10,600,000
$10,800,000
$11,000,000
$11,200,000
$10,120,164 $10,087,458
$10,024,102
$9,982,220 $10,000,000
$10,200,000
$10,400,000
$10,087,458
$9,818,398
$9,400,000
$9,600,000
$9,800,000
$9,000,000
$9,200,000
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Lean Production & Supply
Purposes
PROJECTDEFINITION
Operation MaintenanceAlteration
Decomm.
USE
Design CriteriaCommiss‐
ioning
Work StructuringProduction Control
Design Concepts
Installation
Process Design
LEAN DESIGNProcurement
InstallationLEAN
PRODUCTION
Product Design
DetailedScopes/
Engineering
Logistics
LEANSUPPLY (adapted by Afshan Barshan, after Ballard
( 2000) and Abdelhamid (2008)
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Production ManagementProduction Management
Even if you’re on the right track, you’llget run over if you just sit there.g f y j
-Will Rogers
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8 Forms of Waste8 Forms of Waste• Rework/Corrections
• Transportation
• Motion
• Waiting
• Inventory
• Overproductionp
• Overprocessing
U d tili d H R• Underutilized Human Resources
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Three Key SchedulesThree Key Schedules
Phase LookaheadMaster Schedule Phase Schedule
LookaheadSchedule
Project Team Subcontractor Last Planners
Milestone Plan Six Week LookaheadPost it notesMilestone PlanCPM ScheduleBaseline ScheduleContract Schedule
Six Week LookaheadRotation ScheduleProduction ScheduleFormer 3 Week
Post it notesLean Schedule
Contract Schedule Former 3 Week Schedule
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Master Schedule Phase Schedule
LookaheadSchedule
Master ScheduleMaster Schedule
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Master Schedule Phase Schedule
LookaheadSchedule
Master Schedule ChecklistMaster Schedule Checklist
Project promise metProject promise metKey Milestones identifiedDeveloped by Project Teamp y jWeather Contingency consideredPhase Schedule developmentpProcurement ActivitiesDetail of ScheduleChanges to ScheduleOwner Confidence
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Phase ScheduleMaster Schedule Phase
ScheduleLookaheadSchedule
Phase Schedule
Planning and thinking is “Actual Work”Planning and thinking is Actual Workand not “Non Value Added”
www.skender.com
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PreparationMaster Schedule Phase
ScheduleLookaheadSchedule
• Advance Invite Notices to come preparedConstruction Sequencing Plan
Preparation
• Construction Sequencing Plan• Milestone Poster
Key Intermediate tasks• Key Intermediate tasks• Agenda
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The ProcessMaster Schedule Phase
ScheduleLookaheadSchedule
• Specific Phase: Site, Shell/Core/Rough/Skin,
The Process
Finishes• Working meetings w/ subcontractors (Last Planners)• Challenge Master Schedule: Durations, Sequencing,
Logistics• Revise Master Schedule• Input Lookahead Schedules
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The GoalMaster Schedule Phase
ScheduleLookaheadSchedule
The Goal
• Finalize Durations
• Construction ..Sequence/ Logisticsq g
• Trade Commitments
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Vendor ManagementVendor Management
E i• Experience
Attit d• Attitude
P i• Price
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Precast/MasonryPrecast/Masonry Sequencing
3 weeks SAVED!!
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Sub-Structure at Fountain ViewSub-Structure at Fountain View
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Master Schedule Phase Schedule
LookaheadSchedule
Phase Schedule Check List
Milestones aligned w/ Owner’s expectation
Phase Schedule Check List
All Project Last Planners involvedSchedule ChallengedConfidence to meet the scheduleConfidence to meet the scheduleConstraints Identified (risks, uncertainty)Long lead procurementLong lead procurement Early/Late Completion accounted Coordination SynergiesRevise Master Schedule
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Six-Week Look Ahead ScheduleMaster Schedule Phase
ScheduleLookaheadSchedule
Six-Week Look Ahead Schedule
www.skender.com
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Master Schedule Phase Schedule
LookaheadSchedule
The Purpose• Uniform Work flow sequence
The Purpose
• Work flow and capacity• Workable Backlog• Detailed work plans• Gauge progress and success• Short term coordination• Constraint Screening• Quality Milestones• Will vs. Can
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Constraints ScreeningMaster Schedule Phase
ScheduleLookaheadSchedule
Constraints Screening
• Evaluate activities for planned start • Activities made ready• Constraints
• Pre- requisite work• Purchasing / Material• Equipment/LaborEquipment/Labor• Submittals• RFI• Change Orders
• Issue Log
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Six Week Look Ahead ScheduleMaster Schedule Phase
ScheduleLookaheadSchedule
C t i tSix Week Look Ahead Schedule
Daily Tasks
Constraints
Tasks
MilestoneIssue Logesto e
Quality Milestone
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Accountability builds ReliabilityMaster Schedule Phase
ScheduleLookaheadSchedule
Accountability builds Reliability
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Monitoring and UpdatingMaster Schedule Phase
ScheduleLookaheadSchedule
Monitoring and Updating
Monitor – DAILY
Update – WEEKLY
Measure Success - PPC
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Daily MonitoringMaster Schedule Phase
ScheduleLookaheadSchedule
Daily Monitoring
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Measuring SuccessMaster Schedule Phase
ScheduleLookaheadSchedule
Measuring Success
100
Countryside Senior Apartments Planned Percent Complete
92
72
80
92 93
75 72 7278
7378
72
85 8490
6875 73 73 74
69
78 79
92
84 85
7276
86
65
8580
68
85
65
7875
89
78 76 7681
7166
77
6670
80
90
100
59
49
5865
61
49
58
40 40
32 3238
50
5965 64
61
53 5359
55
66 6460
66
41 40 40 4036
40
50
60
PPC
20 20
1217 19
15 16
3229 28
32
22 20 18
0
10
20
30
0
10/2
6/09
11/2
/09
11/9
/09
11/1
6/09
11/2
3/09
11/3
0/09
12/7
/09
12/1
4/09
12/2
1/09
12/2
8/09
1/4/
101/
11/1
01/
18/1
01/
25/1
02/
1/10
2/8/
102/
15/1
02/
22/1
03/
1/10
3/8/
103/
15/1
03/
22/1
03/
29/1
04/
5/10
4/12
/10
4/19
/10
4/26
/10
5/3/
105/
10/1
05/
17/1
05/
24/1
05/
31/1
06/
7/10
6/14
/10
6/21
/10
6/28
/10
7/5/
107/
12/1
07/
19/1
07/
26/1
08/
2/10
8/9/
108/
16/1
08/
23/1
08/
30/1
09/
6/10
Week PPC Activities
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Our first PPC Celebration!!Our first PPC Celebration!!
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Lookahead ProcessMaster Schedule Phase
ScheduleLookaheadSchedule
E l d i i i
Lookahead Process
• Explode activities• Screen constraints
R d t k li i t t i t• Ready tasks - eliminate constraints• Uniform production
Update master schedules• Update master schedules• Learn - measure and improve
performance.pe o a ce
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Quality ManagementQuality Management
• Daily Walks• Daily Walks• Component of Schedule
T i d P l• Trained Personnel• Management level to
labors• Zero Punchlist Goal
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The Water Test StoryThe Water Test Story
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Use
Purposes
PROJECTDEFINITION
Operation MaintenanceAlteration
Decomm.
USE
Design CriteriaCommiss‐
ioning
Work StructuringProduction Control
Design Concepts
Installation
Process Design
LEAN DESIGNProcurement
InstallationLEAN
PRODUCTION
Product Design
DetailedScopes/
Engineering
Logistics
LEANSUPPLY (adapted by Afshan Barshan, after Ballard
( 2000) and Abdelhamid (2008)
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Project Success Highlights
• High Performance
Project Success Highlights
Teamwork• Masonry/precast slab
structure through winterstructure through winter - 3 weeks gained
• 2 months before Contract CompletionContract Completion
• 5% under budget• Substantial Completion
= Final Completion• Trust and Integrity• Open CommunicationOpe Co u cat o
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Lean Success
• Commitment
• Culture – Improvement = Change
• Partnershipp
• Clients
• Project Delivery (Conceptual to Completion)• Project Delivery (Conceptual to Completion)
• Attitude: If better is possible good is not h!!enough!!
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Key Takeaways/Questions
Purposes
PROJECTDEFINITION
Operation Maintenance
AlterationDecomm.
USE
Design CriteriaCommiss‐
ioning
Work StructuringProduction Control
Design Concepts
Installation
Process Design
LEAN DESIGNProcurement
InstallationLEAN
PRODUCTION
Product Design
DetailedScopes/
Engineering
Logistics
LEANSUPPLY (adapted by Afshan Barshan, after Ballard
( 2000) and Abdelhamid (2008)
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LCI Michigan Chapter
• Questions after presentation:– Please discuss the Life Cycle Cost Benefits Analysis performed in this project.
– How did you validate the duration estimates given by the Specialty trades during the Master/Phase Scheduling phases?
– Discuss how the Target Cost was determined.
– When is the best time to employ the phase schedule?
– What would be the Lean standard for the entire Organization?
– How was scope creep managed?
– Why wasn’t this project considered a Lean Project Delivery project, since it used an IFOA?
Plus Delta
Why wasn t this project considered a Lean Project Delivery project, since it used an IFOA?
– How can we get the “right” price in a world of low price?
– Is there a lean approach to dealing with municipalities?
Plus Delta
Food Relevant Topic Eat Earlier More Owners
Depth in topic On Schedule More Municipalities
Different time for eventMunicipalities event
Sponsored Drinks Format (think ofpanels)
11
by Chapter Historian