Post on 14-Apr-2022
transcript
Lean Project Delivery the advantage for capital projects, operation and space management
Victor Sanvido Senior VP, Southland Industries Chairman, the Lean Construction Institute
Lean Project Delivery Possibilities
$1.1 vs $1.8 mil per bed
1250 vs 1800 sf/ bed
12% cost reduction
25% time reduction
Better/ predictable outcomes
No disputes
Lean Philosophies
Define customer value Identify and remove waste Innovate and perfect
Value
Value is defined by the owner Value is not cost
Value
Four Wastes
Process Product Resources People
Process Waste
Procurement exercises
Design/ clash
Product Waste
Failure to define value
Over sized systems
System interfaces
Smoke/Fire Dampers Before - (17)
After - (3)
Resource Waste
Inefficient business operations
Excessive energy consumption
0%10%20%30%40%50%60%70%80%90%
100%
Level ofInfluence
Number ofPeople
Leve
l of I
nflu
ence
Project Duration
waste/
People Waste
Waste Exists Between
Systems Phases Participants/ Specialists
Lean Viewpoint
Value is defined by the owner
Building systems are interrelated
Systems designed by teams (clusters)
Optimize workflow (single piece flow)
One temporary organization completely aligned and similarly motivated
Integrated Lean Project Delivery
Self selected team at the start of the project
Contract that shares risk and reward among the team
An integrated lean operating system
Build a Lean Culture
Use the big room to develop one team
Learn each other’s business - breakdown silos
Make reliable promises and track
Pull plan work
The best person to do the work should do it
Decide for the good of the project
Lean Planning
Develop business case as a team
Program facility/ establish target values
Create system clusters and develop knowledge/ rules
Define purpose of models- decisions
Define a communication / BIM protocol
Lean Design
What products are needed? Why?
Create schematic design, permit drawings, fabrication data
Set based design, collapse sets based on pull dates
Choose by advantages
Record options and decisions as A3s
Lean Construction
Prefabrication strategy
First run studies
Team responsibilities, clusters, leadership
Last planner
Daily work plans
Plan-do-check-act cycle
Lean Operations
Operation (Energy) performance vs. plan
What is needed in operations may not be in a design
Where is the system logic/ schematics in a BIM model?
What Can An Owner Do?
Deciding to do lean design build
Pushing existing procurement methods
Internal sale
Educating the owner’s team
Pilot projects vs. program change
Attracting the right pool
Burn the bridges/ boats
Lean Resources
Lean Construction Institute
Lean Owners
Lean Team Members
Communities of Practice