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