when lean cultures converge to achieve project success when lean cultures converge to... · when...
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© LEAN CONSTRUCTION INSTITUTE
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When Lean Cultures Converge to Achieve Project Success
Thursday, 10/16/2017
Rohn MacNulty: Senior Project Manager, Massachusetts Port Authority (Massport)
Jonathan McCredie: Principal, Fennick | McCredie Architecture
Michael Zeppieri: Director, Innovation Services, Skanska USA Building
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Introduction
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The Project Team
3
Owner
Public Agency
Embracing Lean
Construction Manager
Mature Lean culture
Architect
First Lean project
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Massport Lean Objectives
4
• Maximize project team resources and delivery of services by implementing Lean practices on capital projects when
applicable, covering all phases (program definition, design development, construction, and commissioning).
• Improve Lean leadership on projects through (a) senior management buy-in, support & participation at the program
level and (b) through Massport Project Manager and consultant/contractor team leadership at the project level.
• Provide focused training at both the Departmental level and the project specific level so that senior management and
project teams can make informed decisions on the best use of Lean tools and approaches for projects.
• Establish Lean protocols and procedures for deploying Lean on projects consistently and effectively and ensuring that
consultant and contractor contracts support implementation.
• Provide metrics so that Lean performance and Lean “value for money” can be tracked, measured, and acted on.
• Improve stakeholder engagement by involving, and demonstrating the value of, Lean practices to internal and external
stakeholders.
• Provide ongoing support of Lean implementation on projects through the provision of resources and coaching to teams,
including building internal capacity within the Department so that project managers can coach project teams.
• Perform regular periodic retrospectives to better apply lessons learned on future projects.
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LCI CONGRESS PRESENTATION STYLE GUIDEProject Overview
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C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
South Boston Waterfront Transportation Center
6
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District Connector
7
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Of the public realm
8
• Public plazas
• Public transit connections
• Pedestrian walkways
• Transportation center hub
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Stakeholder collaboration
9
• Urban walkway across three separate
parcels
• Building a façade design collaboration
with adjacent developer projects
• Six separate public authorities
• Massport
• City of Boston
• State of Massachusetts
• Convention Center Authority
• Massachusetts DOT
• FAA
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Technical Challenges
10
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LCI CONGRESS PRESENTATION STYLE GUIDELean in Design
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Conditions of Satisfaction
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• Maintain pre-existing urban infrastructure
• Place for people
• Connect the district
• Support development
• Multi-modal hub
• Design excellence
• Inclusive public process
• Meet aggressive schedule
• Complete within budget
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Pull Planning
13
• 50+ construction directives issued for key
project components at last responsible
moment
• Maximized stakeholder integration and
decision-making processes to promote
consensus and by-in
• Reduced re-work due to
design/construction proceeding ahead of
stakeholder input
• Promoted schedule acceleration when
required due to unforeseen below-grade
obstructions
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Virtual Big Room
14
• Both physical and virtual
simultaneously
• Weekly meetings attended by Owner,
Construction Manager and Architect
with selected sub consultant
disciplines and trades
• Hosted by Architect during design,
shift to Construction Manager host
on-site during construction
• Mini-team break-out sessions
promoted fast and efficient testing of
complex design options
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Target Value Design
15
• Project separated into components
each with their own TVD
• Prevented elements from being
compromised for cost simply because
such elements were last to be
constructed
• Provided logical guidelines for
thoughtful cost reduction decisions
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Lean Design Assist
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Design Assist – precast concrete structure
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• 50% design bid package
• Virtual big room daily worksessions
• BIM integration
• Remaining 50% design complete in
collaboration, within budget
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Design Assist – precast concrete structure
18
• Integrated design of embedded
elements last responsible moment
• Phased fabrication of precast
elements to maximize time for proper
coordination with related elements by
other trades
• Fast tack schedule achieved
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Design Assist – custom metal façade system
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• 50% design bid package
• Virtual big room daily worksessions
• BIM integration
• Remaining 50% design complete in
collaboration, within budget
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Design Assist – custom metal façade system
20
• Custom system requiring multiple
physical scale mock-ups
• Integrated into client and stakeholder
decision and approval process
without project delay
• As a identified Target Value Design
component, no value engineering
impacts during design assist and
fabrication
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LCI CONGRESS PRESENTATION STYLE GUIDELean Construction
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Pull Planning
22
• Culture of Continuous Improvement: CM team already
trained on and familiar with Lean concepts (Lean101)
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Pull Planning
23
• Preparation
• Scope the right milestone
• Communicating expectations to participants ahead
of Pull
• Printed copies of Drawings and Schedule
• Execution
• Use BIM for orientation and sequence
• Take the time to train the foremen (Block Game or
Parade of Trades)
• Make ready work – dirty laundry
• Sequence and handoffs
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Use of BIM
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Pull Planning
25
• Work the room
• Facilitate, don’t orchestrate
• CM project team members
present and engaged
• Don’t let the Superintendent revert
back to Push
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Focus on Removal of Waste
26
Talent
Underutilizing
people’s talents,
skills & knowledge
Waiting
People, products
or materials
waiting for the next
step in the process
Motion
Unnecessary
movements by
people, products
or materials
Defects
Rework, creating
more work or
otherwise
deviating from
what creates
customer value
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Weekend Work Over Right of Way
27
• Multiple agencies
• Limited window
• Unclear sequence
• Extensive coordination
• Stakeholder confidence
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Pull Planning
28
• Your foremen will surprise you
• Don’t replicate the schedule!!!
• Pull Planning is not a schedule
recovery or accelerant
• Pull Planning will help expose the
waste a schedule cannot
• Do a Plus/Delta after every Pull
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LCI CONGRESS PRESENTATION STYLE GUIDEClient Value
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SBWTC Lean Dashboard
30
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