05/14/08- C- Lean Design and Construction for Sustainability (IP61)

[Cristina Villanueva-Meyer]

Join the conversation about how to create green design and construction processes that also results in on-time and on-budget delivery of high quality facilites.

Hope you enjoy it!!

speakers:
-Kristine Fallon, FAIA, President, Kristine Fallon Associates, Inc.
-John Moebes, AIA, Director of Construction, Crate and Barrel
-Digby Christian, Senior Project Manager, Sutter Health/Facility Planning and Development
-George Hurley, Leed AP, Project Executive, DPR Construction, Inc
-Samir Emdanat, Director of Virtual Design and Constriction, GHAFARI Associates.

[Brian Kimsey]

Crate and Barrel presented their common sense approach to being lean - "low carb" as John Moebes phrased it. They are not doing a lot of high tech work yet, but are seing savings in time, printing costs, FedEx costs etc. just from eliminating non-value added steps. We could all take these same steps in our offices with little effort at all.

[Cristina Villanueva-Meyer]

The speaker says that times are changing, and in the wrong direction over the last four years

-Construction costs have increased at 10-12%
-Labor costs in class A markets has increased at 6-7%
-Retail occupancy costs have outpaced sales increases
-We have new types of competition (iPods, Underwear, and Perfume)

here are some ideas that they are using for their company. You could implement this ones for your company too! .. if you think they are good of course.

- we constantly refine our process
-new merchandise is found
-new departments are created
-new concepts are offered
-new technology is implemented

AS a company we are trying to perfect the overall process and we already have some very lean processes that save capital
-Merchandise selection
-purchasing
-shipping and logistics
-human resources

[Brian Kimsey]

Digby Christian with Sutter is presenting his background, how he started with Sutter and his early experiences with Lean Construction.

"The Toyota Way" is a book he highly recommends on lean thinking. It is more than just using some lean tools. The organizational culture must be changed first.

Value Stream Mapping is a "formal method of deducing what we're doing that is insane". The value stream map can actually help you determine what is sane and what is not, if there is not consensus.

[Cristina Villanueva-Meyer]

Lean delivery is the hardest simple thing, ever

Have you read the Book – Is it the Toyota way?
It is a book that helps you realize what you have to have up in your head!!! .. so if you are not sure what you are doing, go buy it !!

It tells you 14 management design principles and under the title– Why companies often think they are lean-But aren’t- in page 10 and 11 you will see some comments about Lean design.

[Brian Kimsey]

Elements of "The Change"

New contracts - integrated project delivery (one contract for the project) - no case law
Incentive plans tied to desired behaviors
Team asssembled early in design
Enlightened engagement with Regulatory Agency
Learning through action
Interproject knowledge sharing
U.C.Berkeley contruction process research
"Prototype" hospital co-epetition.

[Cristina Villanueva-Meyer]

Remember this concepts!!! They will help you in your business and in your life

Lean is not the change
Lean is realizing that one should change.

One has to step back and realize that there are all kinds of things wrong with design. Noticing that someone in another industry is improving

Start with PEOPLE !! that includes YOU .. OK!!!!
Its your People!!! And things should go around them, that includes tools and culture.

Every pair of hands comes with a free brain so take advantage of that!!

Your job is to improve your job!,,. If you do that your are in a lean environment

And what do you think about this questions, what would you choose??

Is making the ascent of an infinite mountain as natural, pleasant and fun as a walk in the park?

If the race for quality has no finish line, technically its more like a death march?

[Brian Kimsey]

George Hurley with DPR Construction is up now. Their culture: safety first, then lean (don't be lean where safety is concerned). He is presenting a $100M, 420,000 SF project for Sutter. It was started in 2005 and completed in 2006, using a CM/GC approach.

Using BIM-based clash detection, less than 0.2 percent of hours spent on the job were due to rework. RFIs were virtually eliminated. Savings of $9M and 6 months over a traditional project were realized.

[Brian Kimsey]

Samir Emdenat with Ghafari is presenting their experiences with Lean and BIM / VDC. Being familiar with his work, I am confident that the numbers he is presenting are accurate (not that the numbers others are using are not accurate!). He is stating that 27% reductions in overall delivery time and 12% reduction in costs in their manufacturing plant work are being seen. His more recent work with Sutter has built on the experience he has had with GM, Toyota and other manufacturing firms.

Samir is presenting their use of Value Stream Mapping on the Sutter project. It started with an interactive "charrette" process.

[Cristina Villanueva-Meyer]

Insanity is doing the same thing over and over and expecting different results!
Do you want to succeed in your firm? GHAFARI firm has an overview of what they think are their elements of success. This are:
-3d enabled and lean project delivery- allows us to produce a lot of work very quickly
-Direct digital exchange
-Collaboration (design and construction): Everybody is working together so it is an integrated practice.
-Integrated supply chain (optimized workflow from value stream perspective)

Value stream is a topic that the speaker is enphasizing too.
This is a visual method of documenting workflow to identify value added, and non-value added supply chain actions currently required to deliver a product to the customer.
Value is measured from the customer perspective.

Value: should be delivered to the customer at the right time, at the right cost, and at the highest quality

People and firms waste time very easily and the main forms of waste are:
Correction
Overproduction
Motion
Material movement
Waiting
Inventory

So do something about them and start implementing solutions at your workplace to become more efficient and produce more.

[Brian Kimsey]

Ghafari has worked with us on some fledgling "lean" processes in the construction phase of one of our projects. He was able to map out our shop drawing review process as planned at 30 days or so start to finish. With lean analysis and with BIM-based shop drawings reviewed electronically, he got the time down to 4 days or so.

You are right though that actually implementing the ideas is the hard part. We're having some resistance, some inertia to overcome. As an owner, we are committed to process improvements, so we'll just be more persistent with the GC and subs.

The people are the main thing, as originally started.

[Rex Miller]

Have you seen Lean practices move from efficient project delivery to helping improve the business processes of your clients/

[Brian Kimsey]

I am a client (I'm with the GSA), and I am going to do what I can to incorporate lean practices into the series of SOPs or "Best Practices we are now implementing in our Region.

I'd like to see the impact of Lean on our organization be in areas other than just our project delivery. There are broad implications from Lean in a wide spectrum of business practices.