2010 04 lci cascadia a3 slides

April 29, 2010CH2M Hill • Portland, OR

LCI Cascadia ChapterPlanning Mee4ng

Ma8 Horvat

April 27, 2010Turner Construc@on • Sea8le, WA

1Friday, April 30, 2010

LCI Cascadia Chapter

Introduc@ons & Informal Discussion 20 min

Overview of Cascadia History & Current Organiza@on -‐ Dace (WA) & John (OR)

10 min

Overview of A-‐3 Process 20 min

Exercise – Using the A-‐3 Process to Chart Our Future

60 min

Wrap Up & +/-‐ Discussion 10 min

Mee@ng Agenda



Tell us...• Name

• Role & Company

• In what ways do you normally work with others

• Experience with frameworks, rou@nes, guidelines

3

2 minutes



Cascadia Background

• One of the First LCI Chapters– Our thanks to Robert Blakey & Bob Wells!

• Several Events over Past 2.5 Years – Chapter Mee@ngs, Training Seminars, Etc.

• Operated with Par@ally Funded Director & Support Staff– Great for most of us, as Robert & Myra did all of the work!

• Rapid Growth of LCI Chapters Led to More Formal Chapter Organiza@on

• Currently in Transi@on Stage & Ready to Gain Momentum



Board of Advisorsand Interim Roles

Kit Burns BRBArch

Craig Green(Treasurer)

Turner

Jesse Thompson(Communications Dir.)

PPI Robert Blakey(Assisting BoA)

Strategic Equity Investments

Yong Woo Kim(Academic Link)

U of W Dace Campbell(Program Director)

BN Builders

Kevin Flannery BMWC John Strickland(BoA Chairperson)

CH2M HILL

Jack Avery Sellen TBD

TBD – Owner TBD – Owner



Charter Statement

The Cascadia Chapter of the Lean Construc7on Ins7tute has been formed to further the LCI mission of changing the common sense of how construc7on projects are executed by owners, design professionals, contractors and other stakeholders.

We believe the lean philosophy offers a perspec7ve that will allow us to see and avoid the piDalls and mistakes that have been taken for granted for many years.

Cascadia plans to contribute to this mission by offering a local forum for the community of prac77oners and newcomers to share ideas and to promote con7nuous improvement via periodic mee7ngs and presenta7ons.



Select BoA Decisions to Date

• Create a “sales free environment” at local chapter mee@ngs to encourage owners to a8end

• Defining the new common sense is really the work of na@onal LCI – our job is to provide a local outlet and forum and promote lean implementa@on in the local market

• Want to Recruit 2 owners to serve on board of advisors – one from PDX, one from SEA

• Recommend having local chapter events either at a restaurant where the room is free, or at the offices of one of the members that has adequate space. Should rotate the hosts if we go that route


A3: A Simple and Transparent Learning Process

8

April 27th & 29 For The Lean Construction Institute Cascadia Chapter - Seattle, Washington & Portland, Oregon



Overview of the A3 Process• Why are we doing this?• Examples• Process Orienta@on• Formapng Pointers and Communica@on Basics

• Resources

20 mins

9



10



Relevant Philosophy• Thoughqul leaders consider long term impacts

• Learning to be honest

• Everyone together

• Where you are going

• Bit by bit (with help)/Leadership Development through coaching

• Recognize & remove problems, learn and share

11



Examples

12

What do you notice?



13



14



15



16



17



18



19



Process Orienta@on

General Scientific Method

1. Define the question / make

observations

2. Gather information and facts

3. Form Hypothesis

4. Perform experiment and collect

data

5. Analyze data

6. Interpret data and draw conclusions

7. Summarize results

A3 Basic Thinking Pattern

1. Define the problem

2. Analyze the causes

3. Set a goal

4. Implement the action items

5. Verify the results

6. Follow up / Standardize

20



Formapng Pointers• Tell a story with graphics & pictures, then bulleted lists. No paragraphs.

• Simplicity necessitates deep understanding

• Expect people to read it

• Think of the A3 as a cons@tu@on

• No one right way but needs reflec@ve prac@@oner approach

21



Communica@on Basics• Discuss, clarify, support, consensus

• Hear and consider all points of view

• Bash everything but the person

22



Applica@ons

• Problem Solving - emphasizes solving the problem

• Proposal - emphasizes recommended actions to be taken

• Status - emphasizes update of current situation of a project

23



Example Problem Solving

Background

Current Condition

Goal

Root Cause Analysis

Countermeasures

Effect Confirmation

Follow Up Actions

Theme

PLAN

DO

STUDY

ACT

summarize learnings of problem solving activity

24Version, Author, Date, Signatures24Friday, April 30, 2010


Example Proposal

Background

Current Condition

Proposal

Analysis / Evaluation of Alternatives

Plan Details

Unresolved Issues

Implementation Schedule

Theme

PLANrecommend policies, procedures, countermeasures, designs

25Version, Author, Date, Signatures25Friday, April 30, 2010


Example Status

Background

Current Condition

Results

Remaining Issues / Action Items

Theme

Version, Author, Date, Signatures

STUDYACT

deliver update of work in progress

26



Key Learning?• A-3 is more than the size of the paper

• A-3 is a negotiation or consensus-building tool used to "sell" an idea, It "informs" others that will be affected .• A3 has 3 formats : problem solving, proposal and status.• Know your audience! Use language they will understand.• Communicating the Toyota way is an educational process for you and your colleagues.

27



Register at: sloanreview.mit.edu to download for free

28

Resources



Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead by John Shook

29

Resources



Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System by Durward K. Sobek II., Art Smalley

30

Resources



Getting the Right Things Done: A Leader's Guide to Planning and Execution by Pascal Dennis

31

Resources



Resources

A3 Problem Solving for Healthcare: A Practical Method for Eliminating Waste by Cindy Jimmerson

32



Ma8 Horvat PE• Project Coach at Lean Project Consul@ng

• (602) 618-‐1442

• [email protected]

33



S@cky Note Ac@on Planning• Verb & Noun

• Post your 3 best

• Write big

34



LCI Cascadia Problem Solving

Background

Current Condition

Goal

Root Cause Analysis

Proposal & Plan

Effect Confirmation

Follow Up Actions

Themesummarize learnings of problem solving activity

Determine why to have a chapter

Establish regional goals and objec@ves that support LCI and Chapter missions

Plan ac@vi@es and events to meet regional goals and objec@ves

Establish metrics to determine achievement of realis@c goals and objec@ves

35


2010 04 lci cascadia a3 slides

Business

lci cascadia chapter

friday

status

events

date

april 30

work