why projects excel? the business case for lean constructionlean construction institute. common...
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Why Projects Excel The Business Case for Lean Construction
Bevan Mace PhDNational VP Operations amp Lean
copy Lean Construction Institute
Does this sound familiar
copy Lean Construction Institute
The Business Case for Lean
PROJECTS with HIGH LEAN INTENSITY
are MORE LIKELY to complete
AHEAD OF SCHEDULE amp UNDER BUDGET3X 2X
copy Lean Construction Institute
Lean Construction Tenets
copy Lean Construction Institute
Industry Efficiency
Most who never heard of Lean think
the industry is Efficient
analyticsstoreconstructioncom
copy Lean Construction Institute
Owner Satisfactionanalyticsstoreconstructioncom
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Does this sound familiar
copy Lean Construction Institute
The Business Case for Lean
PROJECTS with HIGH LEAN INTENSITY
are MORE LIKELY to complete
AHEAD OF SCHEDULE amp UNDER BUDGET3X 2X
copy Lean Construction Institute
Lean Construction Tenets
copy Lean Construction Institute
Industry Efficiency
Most who never heard of Lean think
the industry is Efficient
analyticsstoreconstructioncom
copy Lean Construction Institute
Owner Satisfactionanalyticsstoreconstructioncom
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
The Business Case for Lean
PROJECTS with HIGH LEAN INTENSITY
are MORE LIKELY to complete
AHEAD OF SCHEDULE amp UNDER BUDGET3X 2X
copy Lean Construction Institute
Lean Construction Tenets
copy Lean Construction Institute
Industry Efficiency
Most who never heard of Lean think
the industry is Efficient
analyticsstoreconstructioncom
copy Lean Construction Institute
Owner Satisfactionanalyticsstoreconstructioncom
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Lean Construction Tenets
copy Lean Construction Institute
Industry Efficiency
Most who never heard of Lean think
the industry is Efficient
analyticsstoreconstructioncom
copy Lean Construction Institute
Owner Satisfactionanalyticsstoreconstructioncom
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Industry Efficiency
Most who never heard of Lean think
the industry is Efficient
analyticsstoreconstructioncom
copy Lean Construction Institute
Owner Satisfactionanalyticsstoreconstructioncom
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Owner Satisfactionanalyticsstoreconstructioncom
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Satisfaction
Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this
How satisfied are you with the delivery of capital projects
ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Research OverviewOwner Satisfaction amp Project Performance
Objectives1 Benchmark owner satisfaction amp
project performance 2 What is the impact of lean
Survey 81 Owners 162 projects
IPD amp Lean Motivation amp Means
Objective3 How and why does integrated
lean succeed
Case Study 10 Owners Projects
Institutions46
Industrial15
Government15
Developer12
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Satisfaction vs Value
Total (n=81)
-21
-61
-17
-49
24
6
46
10
Completed Ahead of Schedule
Typical ProjectBest Project
Completed Under Budget
Completed Behind Schedule
Completed Over Budget
Performance from Approval of Capital Project ( of Best Typical Projects)
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
-17
-44
-16-31
83
56
8469
Satisfaction vs Value
12
Typical ProjectBest Project
Rated 3 or 4 for Quality
Rated 3 or 4 for Safety
Rated 1 or 2 for Quality
Rated 1 or 2 for Safety
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Importance of Team Cohesion
Projects Reporting the Highest (44) Rating
10 9 115
6861
54
40
Perception of TeamChemistry
Integration of ProjectTeam Members
Commitment of TeamMembers to Same
Project Goals
Timeliness of DecisionMaking Related to Issue
Resolution
Typical Project Best Performing Project
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Build the Team
Typical Projects42 donrsquot engage key
stakeholders until design development or later
Best Projects76 engage key
stakeholders before or during conceptualization
3
9
22
1517 16
99
25
42
711
3 4
Pre-businesscase
Business casevalidation
(pre-design)
Duringconceptualization
(0-15 design)
During schematicdesign
(15-30)
During designdevelopment
(30-60)
During constructiondocuments(60-90)
End of constructiondocuments or later
(100 CD)
Typical
Best Performing
Timing of Key Stakeholder Engagement
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Key Stakeholders Selection Process
12
17
35 Best value(price + proposal)
Negotiated
Self-selectedteam
Top 3 Selection ProcessesBest Performing Project
Top 3 Selection ProcessesTypical Project
16
21
24Pre-Qualified open bid
Best value(price + proposal)
Open bid
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Support the TeamTop Project Delivery Methods on
Typical and Best Projects (20 or more usage on either)
Top Contracting Types on Typical and Best Projects
3841
1
14
4438
1
31
11
22 2320
44
19
ConstructionManagement
at Risk
Design-bid-build
IntegratedProjectDelivery
Design-Build Lump Sum GuaranteedMaximum
Price (with orwithoutshared
savings)
CostReimbursableWith Targetand Shared
RiskReward
Typical Project Best Performing Project
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Methods with Most Degree of Difference Between Usage
Total (n=81)Typical Projects Best Performing Projects
Learn as a Team
Part-time co-lo more common than full time
LPS more common in construction than
in design
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute18
5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange
Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management
Lean Intensity Scoring
Eliminated Methods Deemed
Standard Industry Practice
Greater Weight Given to Methods
Deemed Particularly
Valuable
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Succeed as a TeamCorrelation of lean intensity to outcomes
( likelihood on best projects)
Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity
3X
2X
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
IPD amp Lean
20
21
39
0
5
5
65
Design-Bid-Build (Best)
CM at Risk (Best)
IPD (Best)
High Intensity Users Low Intensity Users
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Common Project Mythshellip1 Delivery matters less than choosing the right people ndash
behaviors canrsquot be dictated by a contract
2 IPD contracts are too complicated Lean tools are too rigid
3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage
4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit
5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Lean Usage amp Proficiency
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite
2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team
3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods
4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Summary
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Case Study Report
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-
copy Lean Construction Institute
Learn Morewwwleanconstructionorglearning
bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications
bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities
bull Access tools wwwleanconstructionorglearninggetting-started-with-lean
- Slide Number 1
- Does this sound familiar
- The Business Case for Lean
- Lean Construction Tenets
- Industry Efficiency
- Owner Satisfaction
- Satisfaction
- Research Overview
- Satisfaction vs Value
- Satisfaction vs Value
- Importance of Team Cohesion
- Build the Team
- Key Stakeholders Selection Process
- Support the Team
- Learn as a Team
- Lean Intensity Scoring
- Succeed as a Team
- IPD amp Lean
- Slide Number 21
- Common Project Mythshellip
- Lean Usage amp Proficiency
- Tactical Takeaways for Projects
- Summary
- Case Study Report
- Learn More
-