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Provider Name: Lean Construction Institute

Provider Number – H561

Course Name: Improving the way we work – Case Studies from Leading Owners Course Number – 20121010AM

Course Speakers: William Seed, Craig Russell, Michael Bade, Dan Peyovich, Dan Fauchier, Chuck Hardy, Victor Sanvido Course Date: October 10, 2012

Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.

This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. _______________________________________

____

Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written

permission of the speaker is prohibited.

© Lean Construction Institute 2012

Copyright Materials

This session incorporates testimonies and case studies from participants in projects that used lean methodologies to improve the delivery of their facilities and change the way they deliver a project in design and construction. The case studies will dive deep into specific tools and techniques that will improve the quality of buildings, create a safer and more reliable work environment, and improve the design and construction practice.

Course Description

Learning Objectives

1. Learn how owners have implemented lean in their organizations and on their projects

2. Examine case studies from the federal sector and learn how incorporating 5s, increased levels of technologies including BIM, and other Lean Process Improvements has improved the schedule, quality, and communication on those projects.

3. Understand the factors driving clients to implement lean in their existing project delivery program.

4. Learn how to prepare responsive proposals that allow teams to secure work.

At the end of the this course, participants will be able to:

14TH ANNUAL LCI CONGRESSOctober 9-12, 2012Improving the Way We Work

Manatee Memorial Hospital 2007Manatee Memorial Hospital 2007

• $17MM over budget

• 1 year delayed

Texoma Medical Center 2007-2009Texoma Medical Center 2007 2009

A3 thinking, collaboration, real team work, reliable promises, open communication waste IDopen communication, waste ID

Daily huddles, dabbled in pull planning, advanced retrospective, kaizen critical thinkingkaizen, critical thinking…

T M di l C tTexoma Medical Center

Conditions of Satisfaction Conditions of SatisfactionConditions of Satisfaction• Reduce cost by $4 million –

overall goal is $94 million

• Deliver project in 17 months –

Conditions of Satisfaction• Final construction cost was $97.9 million

• $1.7 million in savings pool

• $7 million in value adds Deliver project in 17 months November 2009

• No punch list

• No injuries

$7 million in value adds

• Project delivered first week in December despite 87 rain days

• No punch list at owner turn overj

• No rfi’s

• No change orders

• No rework

p

• Only 4 minor recordable injuries

• 190 rfi’s• 40 related to early steel package• No rework• Many were confirming

• $1.4 million in change orders• $1.1 million was owner driven

• Rework greatly minimized through collaborative efforts

Lean Journey continues late 2008

Springwoods BH Fayetteville, AK 2008Springwoods BH Fayetteville, AK 2008

• 80 beds/58,000 SF

• $213/SF construction cost

• $279/sf all in cost

• $205k per bed

• $249/sf if built in KY

• $231k per bed

Cumberland Hall Hopkinsville, KY 2011Cumberland Hall Hopkinsville, KY 2011

• 100 beds/68 000 SF• 100 beds/68,000 SF

• $184/SF construction cost

• $250/sf all in cost

• $171k per bed$ p

• $184/sf built in KY

• $171k per bed $171k per bed

• 30% less cost

IPD E iIPD Experience

• 50 Projects IPD-ish• $1MM to $150MM

• 18 completed• 18 completed• Results: Outstanding

• 17 under constructionWatching efficiencies improve daily• Watching efficiencies improve daily

• 15 in design phase• Phenomenal collaboration, Learning, BIM, Results

28 F ll C D 300 IFOA• 28 Full Consensus Doc 300 IFOA

Temecula Valley Hospital 2013Temecula Valley Hospital 2013

• 40% below market cost

• 30% operational cost improvement

• 200%+ increase in labor productivity

• 7 IFOA partnersp

• Rapid improvement

• Exceptional team work

• Lots of FUN

P bli h d l t 2011Published late 2011

• All projects $5MM + IFOA

• Partnership Charter

T i i C i l• Training Curriculum

• Regionalized vendor pool

• Benchmark project target pricing

• High Expectations

This concludes The American Institute of Architects Continuing Education Systems Course

Lean Construction Institute info@leanconstruction.org