Being Lean in a Non-Lean World

Transcription

1 Being Lean in a Non-Lean World Jeremiah Sugarman, Wakefield Beasley & Associates Milly Christmann, HMC Architects Steve Wilson, HMC Architects October 18, 2017 CAPTURE AND LEVERAGE THE LEAN ADVANTAGE

2 Objectives Identify the Lean capacity of your environment. Identify the Lean capacity of the people around you. Lean Tool for application. 2

3 LCI CONGRESS PRESENTATION STYLE GUIDE THE ENVIRONMENT OF LEAN

4 Scale of Lean Individual Practitioner Project Team Lean Organization Community of Practice 4

5 Stages of Lean Stage 1 Beginner Stage 2 In transition Stage 3 Advanced Stage 4 Cutting - edge References Netland, T. and K. Ferdows (2014) What to Expect From a Corporate Lean Program. MIT Sloan Management Review, Vol. 55, Iss. 3, Summer, p

6 Stages of Lean I m Lean because I am.. Stage 1 Beginner Commit managers Keep it simple Have patience References Netland, T. and K. Ferdows (2014) What to Expect From a Corporate Lean Program. MIT Sloan Management Review, Vol. 55, Iss. 3, Summer, p

7 Stages of Lean I m Lean with the intent to influence others. Stage 2 In-transition Set stretch targets Publicize results Don t lay off people or move them around References Netland, T. and K. Ferdows (2014) What to Expect From a Corporate Lean Program. MIT Sloan Management Review, Vol. 55, Iss. 3, Summer, p

8 Stages of Lean I m Lean because it s expected of everyone here. Stage 3 Advanced Increase budgets Use advanced tools Increase autonomy References Netland, T. and K. Ferdows (2014) What to Expect From a Corporate Lean Program. MIT Sloan Management Review, Vol. 55, Iss. 3, Summer, p

9 Stages of Lean Stage 4 Cutting-edge Don t stop now Teach other projects, departments or companies Go external for ideas References Netland, T. and K. Ferdows (2014) What to Expect From a Corporate Lean Program. MIT Sloan Management Review, Vol. 55, Iss. 3, Summer, p

10 LCI CONGRESS PRESENTATION STYLE GUIDE THE ACTORS OF LEAN

11 Skill vs. Will Awareness Waste is Everywhere Change Management required Potential to create Value is Everywhere Value 11

12 Sphere of Influence 12

13 Sphere of Influence 13

14 Sphere of Influence 14

15 Sphere of Influence 15

16 Influencers on a Lean Environment Owner Designers Contractor Agencies More influencers and larger spheres of influence raise chances for a Lean outcome. Designers, Contractor, Agencies Sphere of Influence Owner 16

17 CALL TO ACTION

18 Force Field Analysis - Tool 18

19 Managing the Change Key Steps 1. Define the Change 2. Brainstorm the Driving Forces 3. Brainstorm the Restraining Forces 4. Evaluate steps 2&3 5. Evaluate which forces have the flexibility to change or be influenced 6. Strategize how to INCREASE Driving Forces and REDUCE Restraining Forces 7. Strategize next steps 19

20 Force Field Analysis UGA CHH Renovation Driving Forces Contractor with Lean culture Architect is Lean Practitioner User Group actively involved Owner s PM available to team Usual project protocols take too long for construction questions and design coordination. Restraining Forces State project w/ strict documentation structure Project started as typical DBB Very short construction schedule Owner s PM open to new methods Decision making structure had many layers Access to sufficient technology Desired Change: Improved response times within given project structure 20

21 Force Field Analysis UGA CHH Renovation Driving Forces Contractor with Lean culture Architect is Lean Practitioner User Group actively involved Owner s PM available to team Usual project protocols take too long for construction questions and design coordination. Restraining Forces State project w/ strict documentation structure Project started as typical DBB Very short construction schedule Owner s PM open to new methods Decision making structure had many layers Access to sufficient technology Desired Change: Improved response times within given project structure 21

22 C A P T U R E A N D L E V E R A G E T H E L E A N A D VA N TA G E Counter Measures 22

23 May the Force Field be with You!! Jeremiah Sugarman Milly Christmann Steve Wilson 23

24 In the spirit of continuous improvement, we would like to remind you to complete this session s survey in the Congress app! We look forward to receiving your feedback.