March 2013 


In This Issue
>>Owners Drive Projects
>>Lean Perspective: by Robert Krier
>>Article Submission Guidelines
 
Upcoming 2013 Lean events:

May 9 -- Driving Value with Integrated Lean Project Delivery: Lessons from Health Care**

The construction industry faces numerous challenges. Delays, unexpected cost growth, litigation, and waste occur too often on projects. Owners want predictability and the confidence to make value-decisions on the spot. The hospital sector is leading the way with challenging the status quo and using Integrated Lean Project Delivery (ILPD) to yield higher value to all project participants. ILPD uses team-wide collaboration, incentives, risk sharing, and lean tools to overcome traditional project delivery wastefulness. ILPD has truly revolutionized the delivery of healthcare projects. Join us in learning about actual projects that have implemented ILPD methods and have achieved amazing success.
        
Click here for more info.

**This event follows an Owners Only Roundtable which has attendance limited to executives and those responsible for the planning, design, and construction of capital facilities.

Aug. 8 -- Topic TBD

Nov. 14 -- Topic TBD
Learning Lean 

This month's definition:
Integrated Lean Project Delivery (from Alan Mossman)



Integrated Project Delivery (IPD) collaboratively aligns people, systems, business processes and practices to harness the talents and insights of all the participants so that they can optimize value for the client (while creating an appropriate return for all stakeholders), reduce waste and maximize effectiveness through all phases of design, fabrication, and construction.  Integrated projects are led by a highly effective collaboration between client, lead designer and lead constructor from early in design through to project handover and use lean thinking throughout the process.  



Click
to enjoy this month's Lean Construction recommended reading.

 

Did you miss the premiere issues of Lean Chicago Today? Click below to view the last two issues:


 
 
Owners Drive Projects

by Rich Seiler, Co-Chair of LCI - Chicago 

 

Early advocates and practitioners around the country are reaping the rewards of Integrated Lean Project Delivery (ILPD). Locally, while new lean projects are coming on line regularly, our Community of Practice needs to engage and inform more owners if we intend to fully capitalize on these waste reducing and value-added benefits.  

 

We know that owners and user groups drive projects. The rest us take their lead and deliver specialty design and construction services. It doesn't matter the project delivery method or contract type. The root of it all starts and ends with the owners program and their conditions of satisfaction. If we can get them on board, we will rapidly and continually improve how everyone operates and advance worthy lean initiatives.      

 

Owner's Round Table: Driving Value with Integrated Project Delivery

 

It's been almost two years coming, but it's finally here. Spread the word. 

  

Read on...


Lean Perspectives

"Lean enterprise and project narratives from Chicago's Community of Practice (CoP)"     

 

 

Lean Project Delivery is Owner Driven 

by Robert Krier, President of The Hill Group and Core Team Member of LCI - Chicago 

 

At The Hill Group we believe we are helping to "reinvent an industry." As a self performing specialty contractor we recognized that our industry needed to begin implementing some of the same methodologies that had been successful in other industries. While this has been successful, it is not possible to realize the maximum value with the existing silo structure of design, bid, and build (DBB). This system is rooted in a command and control structure that cascades the risk to the next level of contractors. 

 

Lean Project Delivery embraces collaboration and risk sharing among the key stakeholders, breaking down the silos. Through true collaboration, we can reach the full potential that lean tools and technology can bring the industry. This results in a more value to the owner, because the process results in a safer, higher quality, and more cost efficient project. The owner is the key to this change.

 

We have been able to lower cost, increase our quality, and execute more safely through lean practices and leveraging technology even if the project had a traditional delivery method.  However, many projects lost some of the benefit that could have been provided if key self performing contractors had been included in a collaborative process at the beginning of design. 

 

I have highlighted some examples, predicated on the self performing contractor providing the model production work, using real content for the model:

         In a typical DBB project the superstructure is released prior to our involvement, limiting any changes or, even worse, making changes very expensive. Some typical problems that could be avoided are:

-       Missing insert and sleeve opportunities

-       Structure is either over/under designed for eventual MEP loading

 

Read on...

Interested in submitting a "Lean Perspectives" article? 

We hope you, our Community of Practice, will use Lean Chicago Today
as an open forum to share and exchange your ideas and experiences with Lean.

Click here for more information on editorial guidelines and contact information for article submissions.
"Lean construction is making my life easier."

Mike Hanley
 McHugh Construction Superintendent