The St. Jerome s University team in Waterloo are delivering lean IPD, scaled to suit the size and complexity of their project

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1 The St. Jerome s University team in Waterloo are delivering lean IPD, scaled to suit the size and complexity of their project Presentation by Darren Becks St Jerome s University Samir Emdanat Ghafari and Associates Art Winslow Graham Construction

2 About St. Jerome s University Small publically funded Roman Catholic University, located within, and affiliated with, a large comprehensive University Large Campus Student Population: 35,000 St. Jerome s Student Population: 1,500 Set stage that we have $47 million budget with new construction doubling the current square footage. Our Build includes a new Academic Centre, Gymnasium and a new Residence with extensive internal renovations Wanted a full IPD delivery

3 Mitigation of risk involved with an IPD driven project Extensive owner involvement Shared responsibility of outcomes among all the partners Consideration of the University culture

4 IPD and the University Culture Complete Transparency Shared Values, Shared Management, Shared Outcomes

5 Understand governance structures of Universities Do not underestimate the need for buy in beyond the decision makers Balance feedback and interests of participants and decision makers

6 Lean Boot Camp Pre Kick-Off meeting general lean education Team Kick-Off meeting with owner 5 lean principles Set expectations and deliverables The team will be measured - metrics How lean helps the design team on projects with tight time constraints

7 Last Planner Allow the team to plan, then fine tune Finding the champions and encourage Keep design ahead of construction Weekly calls with design team, PIT leaders Daily planning huddles

into v-planner Measure PPC, Team accountability,

8 Pull Planning Build a team to be of outcome based thinkers Breakthrough moments Getting entire schedule into v-planner Measure PPC, Team accountability, constraint identification Production, repeat tasks 11:00AM 2:00PM

9 BIM and Clash detection How to get the new team to really collaborate Simplified file management protocol Coordinate with the rest of the team Subtrade modelling

10 Sense of time frame RFP Award July 2013 Kick off meeting September 2013 Validation January 2014 Working drawings Start February 2014 Construction Start May 2014 Construction Finish February 2016 Team: Owner, Architect, Structural Eng, MEP Eng, Civil Eng, CM/GC, Mechanical & Electrical subtrades. Budget: $47 Million(allowable cost)

11 New Process - IPD is brand new to Canada Lean Boot Camps Pre kick off meeting, lean primer Kick off meeting - benefits of lean principles Contract and Risk Pool explanation Build RLWP and metrics

12 New team IPD new to Canada for only 2 years Had to get down to work right away Aligning project goals with owner goals Understand handoff s Do you know your supply chain? Our teams abilities Can you do what you said? Do you have the resources? Do we need outside help?

13 3P process Invited Dave Chambers in to help our team analyze scope and time constraints. Conclusion was to scale the 3P process and to seek input through a series of presentations to the Board and Faculty. A series of design shanty "meetings were then scheduled. The first meeting included a IPD primer. Other shanty's included. Classroom size and Configurations Furniture and Desks AV/IT needs Travel distance between classes Acoustic treatments

14 Correcting behaviors on the fly Listening for the right(and wrong) behaviors Eventually the team began to correct behaviors on its own Are there any champions on our team? Break through moments Architect Trade Partner Structural Engineer

16 Tackling Waste at the Root Cause Enabling Projects to Start Smart 16 th LCI Congress San Francisco, CA October 7-10, 2014

17 Warped experience - sound familiar? Sound Familiar? 16 th LCI Congress San Francisco, CA October 7-10, 2014

18 Typical Project Kickoff Meeting Organizational Chart Overview of Project Contract / Insurance Project Challenges OCIP Requirements Safety Overview Sustainability Plan Project Scheduling Site Logistics Turnover Strategy Project Solutions Tools Purchasing Schedules Project Accounting Regular Meetings Schedule Permit Status Scheduling Overview 16 th LCI Congress San Francisco, CA October 7-10, 2014

19 Persistent Problems on Projects Lack of clear vision and direction Client management (expectations) Don t push back when appropriate Lack of efficient process of informing and being informed Lack of clarity on roles and hierarchy Poor meeting management Too many meetings Turnover lack of continuity Insufficient partner competencies Poor listening Poor interpersonal communication Not giving or accepting feedback Attacking and defensiveness Blame Open disagreements Complaining Negativity 16 th LCI Congress San Francisco, CA October 7-10, 2014

20 Persistent Problems on Projects Lack of clear vision and direction What is important? Client management (expectations) Don t push back when appropriate Lack of efficient process of informing and being informed How will we work? Lack of clarity on roles and hierarchy Poor Process meeting management Governance Too many meetings Strategy Turnover lack of continuity Insufficient partner competencies Poor listening Poor interpersonal communication How Not giving will or accepting we work? feedback Attacking Individual and Behaviors defensiveness Blame Strengths / Motivation Open Group disagreements Dynamics Complaining Negativity 16 th LCI Congress San Francisco, CA October 7-10, 2014

21 16 th LCI Congress San Francisco, CA October 7-10, 2014 Registered trademark of Balfour Beatty Construction.

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25 CoreClarity Assessment Core Clarity is copyrighted by TAG Consulting Robert Bly 16 th LCI Congress San Francisco, CA October 7-10, 2014

26 Behavioral Alignment #1 Achiever It is important to have clear, tangible deliverables so that they team knows what they are expected to do and knows how they are tracking. Developing clear and explicit deliverables and means for accountability such as weekly work planning may be useful for this team. #2 Responsibility Everyone on the team feels accountable for the success of the project INCLUDING areas that may be someone else s responsibility. Micromanagement and meeting overload may be a challenge because everyone wants to know about and be part of the decisions. Having clear roles and responsibility along with an explicit governance/decision making protocol and information sharing or dashboarding may be useful. 16 th LCI Congress San Francisco, CA October 7-10, 2014

27 Behavioral Alignment #3 Arranger Many individuals enjoy shuffling ideas and often changing the way they look at concepts. While this is useful for innovation and creative problems solving, it can be disruptive if it happens late in the process after major decisions have been made. Having a clear plan for the projects and defining when input/analysis/ arranging is needed prior to a decision may be useful for this team. #4 Analytical it is important for this team to have data to support discussions so that they can understand for themselves certain ideas, recommendations, and decisions. Tools such as options analysis A3s, advanced visualization to aid in communication, and real data through 4D or 5D analysis to support opinions will be useful for this team. 16 th LCI Congress San Francisco, CA October 7-10, 2014

Behavioral Alignment #5 Strategic The team needs to understand the big picture and how their role, tasks, and effort support that overall strategy.

28 Behavioral Alignment #5 Strategic The team needs to understand the big picture and how their role, tasks, and effort support that overall strategy. Using collaborative milestone and phase planning may be useful for this team. What is missing? Communication it is generally underrepresented in this team compared with the national average. Therefore, it will be important for the team to develop a detailed means for keeping everyone aware of ideas, discussions, decisions, and general progress. Co-location or periodic co-location may be helpful. 16 th LCI Congress San Francisco, CA October 7-10, 2014

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Values Alignment Overarching themes Support / safety basic needs are met (safety, comfort, equity) Engagement / connection foster relationships, community Respect /

30 Values Alignment Overarching themes Support / safety basic needs are met (safety, comfort, equity) Engagement / connection foster relationships, community Respect / responsibility take an active / proactive interest in the experience, equality Growth / transformation Continuously evolve for the better 16 th LCI Congress San Francisco, CA October 7-10, 2014

31 Values Alignment Implications for Design Support / Safety Basic security design of spaces that are safe, clean spaces, & appropriately private Activities - Spaces that support a spectrum of activities (quiet, social, active, studious, artistic, etc) Lifecycle - Long-term financial sustainability (operation/maintenance) Basic Satisfaction - Level of satisfaction per day of use, equity Engagement / Connection Student to student community and sub-communities (floors, etc.) Student to University University heritage, support University activities, the place to be on campus Student to San Diego Area local activities, materiality University to San Diego Area Cultural connections (beach/surfing, native building materials) University to World Appeal to International Student Community (residence of choice) 16 th LCI Congress San Francisco, CA October 7-10, 2014

32 Values Alignment Implications for Construction Support / Safety Safe Transitional Environment - Provide a safe environment around the project site (for workers, students, staff, and community) Manage Risk - Proactively manage cost, schedule, and quality certainty (more than optimization) Construction Completion Critical to the target date for student occupancy (July-2015) Engagement / Connection Team Cohesion - Openness and transparency with entire team Community Involvement - Frequent and detailed communications with students, staff, and community, No surprises Academic Involvement - Interface with Constr. Mgmt/Architecture courses, learning opportunity Respect/Responsibility Celebration - Recognition/celebration of milestones with students/staff Cleanliness - Clean and engaging interface between site and rest of campus Courtesy - Minimize disruption (noise, smells, dust, etc) 16 th LCI Congress San Francisco, CA October 7-10, 2014

Values Alignment Summarize overarching themes, implications for design and implications in construction Get buy-in and refinement from the rest of the team (and future new team members) Make the

33 Values Alignment Summarize overarching themes, implications for design and implications in construction Get buy-in and refinement from the rest of the team (and future new team members) Make the values actionable specific strategies, evaluation criteria, metrics, etc. Test the values against the team s focus, decision making, and behaviors 16 th LCI Congress San Francisco, CA October 7-10, 2014

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35 The Whole Point of Lean 1. Understand Value Economic Capital Environmental Capital Social Capital Human Capital 2. Map the Value Stream 3. Eliminate waste / enable pull 4. Continuously improve / strive for perfection 16 th LCI Congress San Francisco, CA October 7-10, 2014

36 Thank you. Andreas 16 th LCI Congress San Francisco, CA October 7-10, 2014

GETTING STARTED WITH LEAN CONSTRUCTION. A guide for project teams

GETTING STARTED WITH LEAN CONSTRUCTION A guide for project teams HOW TO USE THIS DOCUMENT Outlined in this guide are foundational steps for helping project teams improve the predictability and profitability