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Lean Construction - Prefabrication
Indiana Society for Healthcare Engineering ConferenceBatesville, IN May 14, 2010
Agenda
Skanska Overview
Principles of Lean
Vehicles of ChangeContractual
Building
Skanska Overview
− Skanska AB – one of the world’s leading construction groups
− Skanska USA - $4.0 billion in revenues in 2009
− 33 national offices offer local services with the benefit of national resources
− Approximately 8,200 employees nationwide
− Among most financially stable and best capitalized construction firms in the world
− Market sectors include:− Healthcare− Science and technology− Government− Education− Corporate commercial
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Skanska Overview
− Healthcare is Skanska’s primary market comprising 30 percent of business
− Healthcare Center of Excellence brings national resources and expertise
− Currently $4 billion healthcare projects in U.S.
− Built nation’s first LEED Gold Certified Hospital – Providence Newberg Medical Center
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Consistently ranked among elite construction firms in annual rankings by Engineering News-Record and Modern Healthcare
Providence Newberg Medical Center
Why Lean?Waste vs. Productivity
$15.8B lost annually due to fragmentation
US Dept of Commerce Bureau of Labor Statistics
Symptoms of a Broken System
Reaching a New Frontier Leadership, Planning and Management
TraditionalLeadershipDictates direction
PlanningPartitioned by disciplines and is linear. Predictive and generally fixed, setting parameters for management
ManagementControls are inflexible, autocratic -processes are fixed and measures are isolated and historical
Lean Facilitates collaborative direction
Collaborative, project based and seeks to integrate efforts to eliminate negative iterations. Learns as project evolves
Develops a “network of commitments” to implement plan, evolves intelligence, measures are integrated and proactive
Lean Principles
− Collaborate – really collaborate
− Early engagement of team members
− Target Value Design
− Last Planner – all parties involved in the schedule
− Elimination of waste and duplicate activities
− Implement the 5 S’s
− Continuous feedback and learning
Follow the 5 S’s
Project Delivery
Typical Project Arrangement
Owner
ContractorDesigner
Parties actagainst each
others'interests
This relationship hasbecome increasingly
ambiguous
Reinforced by provisions of AIAand AGC “standard“ contracts.
Integrated Project Delivery (IPD)
− Integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.
− IPD is the process;BIM and Last Plannerare the collaborative tools
One Contract
BuildingPrefabrication
Common Misconceptions
− Lesser Quality
− Redundant Design Needed
− Compromises Design Creativity
SEA Project December 2009
Value to User Groups
− Cost Avoidance
− Open Doors to Facility Faster
− User Input, Review and Approvals− Fewer changes
− Fewer Inconveniences− Minimal disruption to ongoing operations− Less Manpower i.e. decrease in parking needed, safety
issues, etc.
− Collaborative Team Effort
American College of Healthcare Executives
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Southeast Addition Project
Southeast Addition Project
Southeast Addition Project
− 484,000 Square Feet
− 12 Stories (2 shelled for future growth)
− 178 Private Rooms
− Campus Transformation
Southeast Addition Project December 2009
Patient Room Design
− 100% Private Rooms
− Standardization of Spaces for Patients/Staff
− Acuity Adaptable Patient Rooms
− Same Handed (Repetitive) Design
− Designed by Caregivers
Patient Room Rendering
Understanding Prefabrication
− Prefabrication Video
− 5 Patient Floors
− 3 Wings Per Floor
− Corridor of each wing is being prefabricated in a warehouse 2 miles from the project, in 3 phases− Corridor rack modules− Bathroom pods− Patient room headwalls/footwalls
Prefabrication Application
Prefabricated Corridor Racks
Prefabricated Corridor Racks
Prefabricated Corridor Racks
Transportation from Warehouse to Jobsite
InstallationPrefabricated Corridor Racks
Patient Rooms
Headwall/Footwall & Bathroom
Bathroom Pods/Headwalls
Construction Benefits
− Improved Safety & Quality
− Cost Savings
− Reduced Manpower Peak
− Reduced Waste
− Seismic Benefits
− Increased Above Ceiling Accessibility
Improved Safety
− Working on the ground instead of heightReplacement Hospital with Patient Tower – Tennessee
Square Feet 625,000
Man Hours Worked 1,005,874
On site Workers 715
LTIR 0.6
New Hospital Project – Tennessee
Square Feet 225,000
Man Hours Worked 768,529
On Site Workers 520
LTIR 0.26
Southeast Addition Project – Dayton, OH
Square Feet 485,000
Man Hours Worked 446,195
On Site Workers 310
LTIR 0
Safely working on corridor racks
LTIR Industry Average 1.9*
*OSHA Statistics from AGC of America 2007 Reports
Improved Quality
− Controlled Environment
− Cleaner – Infection Control
− Materials Ordered to Specific Length
− Ductwork Installation
− Fewer Connections − Eliminates cross connections
of piping systems
Cleanliness of Warehouse
Cost Savings
− Anticipate Savings up to 1-2% of Construction Cost
− Earlier Revenue Generation for MVH − 5-10% Schedule Savings
SEA Project December 2009
Reduced Manpower PeakEstimated vs. Actual Manpower (Mechanical, Electrical, Plumbing)
Reduced Waste
Greenfield Hospital – Ohio
Square Feet 544,443
Waste Removal Cost $138,970
New Hospital Project – Florida
Square Feet 423,000
Waste Removal Cost $200,006
New Hospital Project – Florida
Square Feet 480,000
Waste Removal Cost $490,083
Southeast Addition Project – Dayton, OH
Square Feet 485,000
Estimated Waste Removal Cost $91,000
Other Benefits
− Seismic Benefits− Comprehensive Seismic Design vs. Traditional Seismic Bracing− Smaller Quantity Needed for Seismic Materials− Labor Installation Savings− Reduced Cost for Future Renovations
− Increased Above Ceiling Accessibility− Improves Ongoing Maintenance for Hospital Systems− Flexibility for Future Additions/Renovations− Organization Accommodates Facility Maintenance
