FORMATION GUIDELINES for LCI Communities of Practice (CoP) 2013

Transcription

1 FORMATION GUIDELINES for LCI Communities of Practice (CoP) 2013 These guidelines provide advice for establishing local Communities of Practice (CoPs) in accordance with LCI s organizational mission and policies. The actions described herein embody many of the best practices that have emerged in the process of establishing strong and lasting CoPs, including developing CoP mission statements, goals, and objectives, as well as identifying appropriate local leadership to take the new CoP from inception to ongoing strength and stability. Once the decision to move forward on establishing the CoP has been made, an accompanying set of much more extensive operational policies is also available, highlighting event management and other key aspects of CoP operations not covered directly in this document. Help and advice are also available at every stage by contacting the LCI staff.

2 Thank you for your interest The Lean Construction Institute is committed to transformation of the built environment through the development and application of lean tools and techniques throughout our industry. There is no more fundamental or important means of reaching this goal than the establishment and robust operation of our Communities of Practice throughout the country. We appreciate your interest and willingness to help lead the evolution and practice of lean in your local area, and we look forward to partnering with you through the CoP development process. Purpose of an LCI Community of Practice We believe that deep application of lean principles improves the definition of needs, design, construction, and operation of capital facilities. We also believe that application of lean principles to run the day-to-day operation of any organization improves the ability of the organization and its employees to deliver better services to their customers. To apply lean principles, we must have conversations that include all members of the industry. We have discovered that holding meetings to share what we have learned with representatives of the Owner, Designer, Contractor and Trade supply chain in a given region accelerates the benefits to the people and the projects in that region. As processes continue to improve, these too are shared to advance the benefits to companies and projects. A Community of Practice (CoP) therefore accelerates and expands improvements to facilities, projects and companies in its geographic area. The CoP helps the supply chain in a region make this new way of doing business the new common sense. It enables the supply chain to learn rapidly and to continue to improve the value delivered to customers of capital projects, as well as the value to all who use the facility in the future. See Exhibit 1 for a more detailed description of the stages of development, growth, and administration of a regional CoP. The CoP policies enumerated below are advisory, as opposed to mandatory in every detail. We have recommended best practices and in some instances insisted on certain practices to maintain the high caliber of LCI communities and to accurately represent lean principles to and in the construction industry. We will routinely evaluate these policies with CoPs as LCI s reach grows and strengthens. Page 2

3 LCI s Support of CoPs Objective: Make LCI s resources dedicated to CoPs clear to LCI CoPs, LCI members and the general public. LCI has created three addresses to support the primary ways in which LCI interacts with CoPs: CoP-formation@leanconstruction.org (for the formation of new Communities of Practice) CoP-content@leanconstruction.org (for assistance and review of CoP event content) CoP-support@leanconstruction.org (for CoP event registration and CoP administration assistance) Using these addresses will enable CoPs to directly contact the appropriate LCI staff member. If your CoP-related request for LCI is not addressed above, please contact LCI s Executive Director, Dan Heinemeier, at danh@leanconstruction.org. LCI s Oversight of CoPs Objective: Clarify the role of the LCI s CoP Committee. LCI s Board of Directors retains management responsibility for and assists LCI staff with CoP oversight. Board responsibilities include: Development of CoP Policies Review and approval of the formation of new LCI CoPs Review and approval of LCI CoP names Review and approval of any LCI CoP mission statements that differ from the standard LCI CoP mission statement Review and approval of LCI CoP goals and objectives Page 3

4 Establishing and Naming the CoP Objective: Use a name that can be easily recognized by constituents within your region as well as the general public. Recommendations: Naming possibilities: major city, region, state, county Based on geographic boundaries Process: Submit name proposal to the LCI CoP Committee for approval before using the CoP name in marketing materials: CoP-formation@leanconstruction.org Establishing the Geographic Boundaries of a CoP Objective: Encourage members to meet in person on a regular basis. Recommendations: 1 hour driving radius from a central meeting location If the CoP s geographic boundaries are not obvious from the name of the CoP, explain the geographic boundaries within the EventBrite Host details Select and vary meeting locations based on the geographic distribution of potential CoP meeting attendees Geographic boundaries of different CoPs may overlap this enables greater cross-pollination of ideas and learning between CoPs Initial Formation of the CoP and CoP Core Group Objective: Clarify the process of initial formation of an LCI Community of Practice and its Core Group leadership. Process: Members of LCI representing (ideally all) four sectors of the supply chain (Owner, Designer, Contractor and Trade) notify LCI of their interest in forming a regional CoP. These members hold an initial meeting or conference call with LCI, plus at least one LCI Board member, to understand the purpose and stages of development of a CoP. Page 4

5 In this initial meeting, members develop a Supply Chain Chart showing candidates to be invited to serve as Core Group members for the region. See Exhibit 5 to properly format the Supply Chain Chart. The LCI members who attend this initial meeting then reach out to the candidate Core Group members. Once consensus for members of the Core Group is reached, their names are sent to LCI for ratification of the Core Group. Once ratified, the Core Group has a kick-off meeting to plan their first public event, typically an Introduction to Lean workshop with recognized industry leaders presenting a case study of a project that deeply and successfully applies lean principles. From this kick-off event, additional volunteers may be gathered to fill roles that assist in setting up the next CoP meeting. Role and Maintenance of CoP Core Groups Objective: Borrowing from the technique advocated in integrated forms of agreement, LCI has been encouraging the formation of broadly representative Core Groups within CoPs to ensure CoP activities and events developed by the Core Group will benefit the mission of LCI, appeal to a broader AEC audience, and add value for those who attend. Background: LCI relies on CoP Core Groups to provide the leadership and management necessary to help CoPs develop and achieve appropriate goals and objectives for their regions. While CoP Core Groups have formed under different circumstances, it is the responsibility of current CoP Core Group members to make transparent to the general public the process by which CoP volunteers can petition to become new members of the CoP Core Group. This may be achieved by establishing informal CoP bylaws. Recommendations: Core Group leadership is best shared by co-chairs, although some CoPs choose not to have a formal chairperson LCI Core Group members should be, at a minimum, Individual Members of LCI We strongly recommend that Core Group members be recognized already in the local industry as exhibiting these traits: o A passion for improving the industry, an agent of change o Demonstrated pursuit of the skills of a lean practitioner o Achievement of a high level of performance and responsibility in his or her firm s local office, represented by a position title such as or similar to Vice president Principal Page 5

6 Operations Manager General Manager Project Executive Senior or Regional Superintendent Department manager (i.e. healthcare practice leader, purchasing manager, quality manager, safety manager, BIM, information technology, etc.) We discourage the following from being Core Group members, chair, or co-chair: o An individual whose firm does not represent one of the 4 key sectors o A non-member of LCI o An individual whose sole role in his or her firm is sales and/or business development. (These individuals may be members of committees led by Core Group members.) Process: The CoP is responsible for keeping LCI informed of the names and contact information for current members of the CoP Core Group. At a minimum, it is recommended that a Core Group include at least one member of each of the 4 key supply chain sectors. CoP Core Groups should be evaluated and restructured (if necessary) on an annual basis to maintain elements of both leadership continuity and diversity. CoP Core Groups should submit to LCI the process by which CoP volunteers can petition to become a new member of the CoP Core Group. First point of contact: CoP Core Groups should make it clear to the public, LCI, and other LCI CoPs whom to contact first (and how , phone, etc.) when first contacting an LCI CoP. Establishing the Mission for an LCI CoP Objective: Clarify the mission of an LCI CoP. Mission of LCI: The Lean Construction Institute is an independent, not-for-profit organization promoting lean-based principles and processes that create superior projects, improve companies and develop better industry professionals through research, innovation and sharing of ideas built on a community of lean practice. The purpose of the Lean Construction Institute is to act as the catalyst to transform the industry to deliver projects using a lean operating system centered on a common language, fundamental principles and basic practices. Page 6

7 Recommendations: LCI has outlined below a standard mission for an LCI CoP, which supports the organizational mission of LCI. New CoPs that adopt the standard mission will be able to devote their formation meetings to the challenging tasks of developing: (1) specific goals and objectives for the CoP, (2) a plan to achieve those goals and objectives, and (3) metrics to measure the achievement of those goals and objectives. CoPs that wish to operate under an alternative mission may submit their proposal to LCI for approval. Process: Submit the alternative mission proposal to LCI for approval: CoPformation@leanconstruction.org. Once the alternative mission has been approved, please submit the alternative mission to LCI for posting on the webpage: CoP-support@leanconstruction.org. Standard Mission for an LCI Community of Practice 1. The role of LCI Communities of Practice: Create a new common sense for the Owner- Designer-Contractor-Trade industry while supporting the organizational mission of LCI. Become a Community of Practice (CoP). Provide a local forum for conversations among regional practitioners. o Reports/discussions with people using lean in project-related settings. o Reports/discussions with people using lean in non-project settings. o Presentations by practitioners, academics, consultants, and others to build knowledge and create a community. Share and understand what we know as a Community of Practice internally and with other LCI CoPs and LCI. o Learn a new, lean-based language to facilitate the conversations. o Develop background education in lean theory, principles and techniques. o Share lessons learned from regional, national and international expertise. Identify what we don t know as a Community of Practice internally and with other LCI CoPs and LCI. o Support research through formal links with college- or university-level research. Propose ideas for why and how things happen. Page 7

8 Get volunteers to test these new ideas. Report back to the group to share what worked and what did not work. Accelerate knowledge development and understanding as a community. Find new ways of working together as a Community of Practice. Establishing the Goals and Objectives of a CoP Objective: CoP goals and objectives support LCI s organizational mission and guide the activities and events of the CoP. LCI will post CoP goals and objectives on the LCI website to facilitate learning between CoPs. Recommendations: Survey the immediate and long-term needs of potential CoP members Establish CoP goals and objectives during Formation Meetings that are facilitated by LCI Develop a plan by the CoP to meet its goals and objectives and guide the CoP to evolve from: o Stage 1 Formation to o Stage 2 Sustainable Organization to o Stage 3 Impact on Community and Supply Chain as outlined in the CoP Policies Memo (See again Exhibit 1.). Establish metrics to measure the degree to which these goals and objectives have been met Evaluate these metrics once a year Re-evaluate the immediate and long-term needs of CoP members Review and revise the CoP s goals and objectives once a year to ensure CoP activities and events are aligned with the needs of CoP members Process: Submit CoP member needs, CoP goals and objectives, a plan to meet goals and objectives, and accompanying metrics to LCI for posting on the webpage to: CoPsupport@leanconstruction.org. Following annual evaluation, report metric results as well as any revisions of needs, goals, objectives, plans, and metrics to LCI for posting on the webpage: CoP-support@leanconstruction.org. Page 8

9 Establishing the Bylaws of an LCI CoP Objective: Clarify the role of bylaws of an LCI CoP. Recommendations: As a 501(c)(3) non-profit organization, LCI maintains Bylaws that explain how LCI operates. Since CoPs operate under LCI, they do not need to establish themselves as separate 501(c)(3) entities with accompanying bylaws. However, some CoPs may find it helpful to establish informal CoP bylaws to help manage CoP volunteers. Process: If this is the case, please submit your CoP s informal bylaws to LCI for posting on the webpage: CoP-support@leanconstruction.org. Making CoP-Related Requests of LCI Objective: To minimize confusion and promote quick responses, LCI can accept CoPrelated requests from only one point of contact selected by the CoP Core Group. Process: The CoP Core Group should select by consensus a liaison who will serve as the main point of contact with LCI only this person can make CoP-related requests of LCI. A single point of contact helps prevent CoPs from submitting conflicting CoPrelated requests to LCI and helps provide consistency in the CoP s relationship with LCI. The CoP is responsible for keeping LCI up to date on the current CoP Core Group Liaison CoP Forwarding Addresses Objective: Standard CoP forwarding addresses help LCI maintain reliable points of CoP contact for LCI members and the general public. Background: CoPs are initiated and managed by a group of CoP volunteers. CoP forwarding addresses enable LCI to publish consistent addresses for CoPs on the LCI website even though the group of CoP volunteers may change with time. Page 9

10 Process: LCI has established lci-[cop to represent the primary contact for an LCI CoP. LCI has established [CoP to represent mailing list and registration assistance for an LCI CoP CoP Core Groups should both forwarding addresses regularly to check that they are still working properly. The CoP Core Group Leader does not necessarily have to be the same person who receives s sent to lci-[cop The CoP EventBrite volunteer is an appropriate choice for receiving s that are sent to [CoP LCI trusts that CoP volunteers who receive the forwarded CoP s will respond to them in a timely manner The following list contains examples of CoP forwarding addresses that have been created by LCI. CoP lci-[cop name] [CoP name]-support Arizona BrettH@dprinc.com ErikaB@dpr.com Carolinas DCraft@rodgersbuilders.com BOZAIG@ecu.edu Cascadia John.Strickland@CH2M.com jesset@theppigroup.com Ready to get started? Again, we appreciate your leadership and willingness to undertake establishment of an LCI CoP in your local area, and we are committed to help you proceed and succeed in making it happen. Please contact LCI Executive Director Dan Heinemeier to discuss next steps at (703) or danh@leanconstruction.org. Page 10

11 Exhibit 1 CoP Formation Policies & Practices and Growth Milestones CoP Development, Growth and Administration CoPs are valuable to LCI in at least these ways: 1. Developers and purveyors of intellectual content; 2. Balanced participation from the supply chain; 3. Governance: ensuring consistency of message, practice etc. Each stage of CoP development coincides with development in each of these areas. These four areas of concentration are natural tests in defining the probability of having a robust, sustainable CoP. The stages we suggest are: Community of Practice Intellectual Balance Governance Stage 1: Formation Sufficient interest in practicing lean within the local geographical/ economic marketplace. Affiliation with an academic institution that offers lean construction content. Corporate members of LCI from three different industry sectors: at least one rep from any 3 of these 4 sectors: Owner, Designer, Contractor, Trade. They must be known in the community as actually using lean principles in projects or in their enterprise Self-formed core group with leadership ratified prior to any public meetings by LCI. Stage 2: Sustainable Organization Ability to hold regular events (1 each quarter). Ability to attract attendees to Lean training Academic offerings on lean at affiliated institution(s). Owner member of LCI willing to sponsor a project that the CoP follows quarterly. Seven (7) or more of the Continuity of core group leadership. Core Group adds Two (2) more supply chain reps to core group. Core Group Page 11

12 Community of Practice Intellectual Balance Governance events. supply chain are active regularly. members are visible and contribute to larger LCI events: forums, Congress, etc. Stage 3: Impact on Community Growing number of owners turning to lean. Growing number of corporate sponsor members. Growing number of IPD contracts signed. Local practitioners are lean leaders role models for sharing and collaboration. Papers being published. Students being graduated. Other metrics showing progress. Pool of interns active with practitioners working in industry. Ability to sponsor coorganize with LCI, a lean learning event at least once per year. Growing membership in both individual and corporate areas. Four (4) or more separate owner sponsors of monitored projects. Continuity of core group leadership. Leadership within the CoP mentors other CoPs in formation. Growing number of suppliers and trade partners turning to lean. Administrative Duties & Services: Firms that agree to help sponsor CoPs, especially in the Formation category, agree to distribute administrative support in an equitable fashion as volunteers to the CoP. This level of commitment and collaboration is evidence of walking the talk and is the sign of industry leadership. As the CoP reaches the sustainable phase with evidence listed, LCI resources will be adjusted appropriately. No paid positions are created for local CoP administrative duties. No Page 12

13 consultant is retained to manage the business of CoP. This avoids the risk that the meetings are seen as just a marketing exercise for the consultant. Acceptance of CoPs: To be accepted as a CoP, a CoP should: 1. Core Group files a plan with LCI that includes: a. Core Group members comprised of supply chain lean practitioners (no more than one lean consultant in any support role and the consultant cannot be, or be perceived as, the leader of the local group). b. At least 3 different industry sectors represented among corporate sponsor members. c. Plan with timelines for moving from a Formed CoP to an Impact on Community and Supply Chain CoP using A3 or other lean process / principles. d. Direct contact person serving as liaison for LCI CoP administrator. e. Suggested mentor/liaison Board Member. f. Prepare an organizational document that adopts LCI standards and goals for CoPs as well as local goals. Financial Structure for CoPs Individual financials will be maintained for each CoP so that the Board s directive that CoPs be self-supporting can be monitored and enforced. All funds collected by Communities of Practice in events and other ways will be managed by and are property of LCI. To help underwrite events at CoPs, application can be made to LCI for designation of funds to help defray speakers expenses or other event expenses, consistent with the financial performance of the Community of Practice as reported on its current financial report. CoP Meetings and Events CoP meetings will be held at regular intervals. Meeting times and locations will be advertised on the LCI website. CoPs will use EventBrite (or other administrative, online services implemented by LCI) and LCI administrative assistance in collecting fees for events. Sanctioned events can be booked by CoPs at approved locations and venues and LCI will be the responsible party to the venue for the costs of holding the meeting. Page 13

14 CoP Structure CoPs will be organized around a central core group that will: Prepare and distribute the CoP plan to move towards an Impact on the Community and Supply Chain CoP (i.e. to become a Stage 3 CoP) ; Plan, organize and host CoP meetings; Determine use and control distribution of the mailing list, as agreed within the CoP; Maintain CoP contacts with a Board Member liaison; Learn about, share and disseminate information on lean design and construction projects and specific issues and resolutions within their region; Host trainings in their region for lean principles use and introduction; Collaborate with academic institutions in their region; and Otherwise promote use of lean principles on design and construction projects in their region. The Core Group will designate one person to be the liaison with the LCI for communicating financial, meeting and other necessary items. Otherwise, organization will be as the core group deems appropriate to accomplish the above mission. Page 14

15 LEAN CONSTRUCTION INSTITUTE S ANTITRUST POLICY STATEMENT It is the policy of the Lean Construction Institute to comply with all federal and state antitrust laws. LCI does not intend to, and will not, play a role in the competitive decisions of its members or their employers, or in any way restrict competition in the design and construction industries. The purpose of LCI s activities is primarily educational, and there is no intent to restrain competition in any manner. For this reason, the Board has taken the opportunity, through this policy statement, to make clear its unequivocal support for the policy of competition served by the antitrust laws and its uncompromising intent to comply strictly in all respects with these laws. The responsibility for our antitrust compliance rests with LCI s directors, officers, employees, and members. The most important United States antitrust law applicable to LCI is Section 1 of the federal Sherman Act, which makes illegal every contract, combination in the form of trust or otherwise, or conspiracy, in restraint of trade among the several States, or with foreign nations... The focus of this law is to prohibit joint activity or an agreement among businesses that restrains trade and the free operation of markets. For purposes of violating this law, the agreement reached between businesses need not be formal or even written, and may include informal, unwritten, and even unspoken agreements or understandings. In addition, these agreements can be established by (a) circumstantial, as opposed to direct, evidence, such as a pattern of conduct or mere presence at a meeting at which illegal agreements or understandings were made; or (b) an offer to engage in anticompetitive activity that may be accepted by subsequent action. The following are some examples of antitrust violations that may occur between competitors. This list is not exhaustive, and is not intended to be exhaustive, but is merely illustrative of some of the types of conduct that raise serious antitrust issues. 1. Price fixing. An agreement among competitors on the price at which they will sell their products or services is called price-fixing. Price-fixing may exist even if there is no agreement on a specific price to be charged, and even if there is no written document formalizing the agreement. Any agreement between or among competitors with the purpose of increasing or affecting the price of a product or service will violate the antitrust laws. 2. Bid-rigging. The objective of bid-rigging is to reduce or eliminate price competition, or to assure that over time each competing bidder receives a certain share of total business awarded through sealed bids. A bid-rigging violation occurs, for example, when one company allows another to win a bid by submitting an artificially inflated bid, pursuant to an understanding that will similarly allow the first company to win a subsequent bid. Likewise, an agreement between two companies not to bid on a particular piece of business also constitutes bid-rigging. 3. Market and customer allocation. Agreements between or among competitors to divide customers by class or by geographic location are strictly illegal. For example, an agreement between competitors in different regions of the United States not to enter into Page 15

16 each other s geographic territories is strictly prohibited, as are any discussions concerning plans to expand into or withdraw from certain geographic or product markets. 4. Group boycotts. A group boycott is a collective refusal to deal among competitors, pursuant to which two or more competitors agree that neither of them will do business with a particular supplier or customer, or that they will do business only with certain suppliers or customers, or only on certain terms. 5. Standard setting. Product or service standards development refers to the process of identifying and agreeing upon a specific set of criteria to which a particular type of product or service should conform. Such standards are often developed in the context of trade association meetings and are generally pro-competitive. In some limited cases, however, standards development may create antitrust risks where, for example, they preclude certain entities from competing in the sale of a product or service, or where such standards cannot be supported by any legitimate business justification v1 Page 16