Lean 101 | Introduction to Lean Project Delivery Online Course Notes | Lean Lab

Introduction

This training course if for people involved in the building industry that want to learn lean principles and practices that will enable you to take projects to a whole new level of performance.  The focus is on developing an understanding of why lean projects are different and what key ingredients contribute to drastically improving productivity enabling higher profit and value creation.

 

Module 1:  Picking an A3 Winning Team

It takes a TEAM with different THINKING and a high level of COLLABORATION to deliver the much higher levels of performance that are expected on Lean Project.  In this module we explore what to look for and T How to pick a team.”    You will learn the A3 approach that was developed by leaders from the Lean Construction Institute.   It involves issuing an A3 (11x17) RFP, with a A3 response and an interview process that seeks to find the right kind of people.

The RFP and interview process should be lean and simple. It involves 4 steps.

1.     A simple RFP process issued on a 11 x17 page (A3) with the response to be in the same format

2.     A pre-interview visits to see the proponents at their place of work

3.     A 60 min interview that includes a 5-minute summary of the proposal, 45 minutes for questions and 10 minutes for discussion and plus/delta on the process 

4.     Evaluation and notice on the day following the interview

 Module 2: Setting the Target

The Project Requirements document needs to clearly define what success looks like for the project. It should be based upon principles relevant to best practices in the Real Estate markets as well as focus on value creation for the people occupying the space.

We will look at the Owner’s project requirements document for the Mosaic Center project and discuss how it could be improved.  Does it provide all of the information a team would need to deliver a successful project?  

The project requirements should include requirements for scope, budget, schedules, location specific , social responsibility, project delivery process, functionality, priorities, sustainability expectations, design standards, finishes, life cycle cost, equipment, signage, communications, security, landscaping, code, activities, back-up and redundancy, commissioning, controls, design standards, training, preventative maintenance, storage, parking, business case and future need requirements.

Preparation: Read the Case Study Project Requirements.

 Module 3: Boot Camp Fitness Training

Have you ever heard of a team winning a championship that didn’t go to BOOT CAMP?    At boot camp we learn why other teams are sluggish, why they drop balls and why they don’t win championships.  At the rigorous boot camp, we learn lots of stuff about reducing variability, creating FLOW on projects, collaboration and why we need discipline and systems that hold people accountable for TEAM performance.

Preparation: Read the Villego, Parade of Trades and Airplane Game simulation overviews

Module 4: Target-Value-Design

Target Value Design is a disciplined design management system that focuses on delivering what represents value for the customer for the cost that they can afford.   Unlike traditional design processes where teams often design in silos and the final cost is not known until after the tender, target cost design is a dynamic process that involves the contractors that are going to be doing the work.    It involves establishing a clear target, developing fully integrated design solutions with the whole team that meet the requirements and testing assumptions to the requirements and cost. Simple as that! 

Module 5: Getting Work Done

  

In a study on work flow variability conducted by Ballard and Howell (1998) they identified that there is a failure rate of 54% in achieving planned work. Workflow variability results in delays for trades waiting to do downstream work creating stops and starts that greatly affects the team’s ability to control work flow. In their analysis they determined that to fix this problem production planning needs to be from the bottom up as the people doing the work have better capabilities for planning and delivering the work. They decided to design a system called the Last Planner System to improve the predictability and reliability of construction process. The Last Planner manages the relationships, conversations and commitments that together enable program and production planning decisions to be made collaboratively at the lowest possible level in the construction process.

Module 6:  Collaboration for Higher Performance

To support the building of strong relationships we need to co-locate key team members either physically or virtually so they can focus on the challenge of delivering an exceptional project. We need to adopt tools and strategies that support the implementation lean and more integrated practices. We need facilitate collaboration and the level of communications that engage the team and enable them to do their best work.

Preparation: Start by reviewing a white paper by DPR titled “How to Make the Big Room Better”.

For information on the next start date for this course please contact 

Murray Guy aka @Lean_tobe_Green mguy@i-designs.ca

Online Training LEAN LAB

High Performance Project Services:  Integrated Designs

NetZero Home Building: EcoSmart