Improving Construction Outcomes is an Owner’s Responsibility

Improving construction outcomes is an owner’s responsibility.  Owner leadership and commitment remain the only solution to rampant facilities repair, renovation, and new build waste.   It is up to an owner to define, implement, and manage a robust, repeatable, and efficient process to assure best value project planning, procurement, and project delivery, including building strong, outcome-focused internal and external teams.

“People never want to be part of the process, but they want to be part of the outcome. The process is where you figure out who’s worth being part of the outcome.”

A robust process, that embeds a LEAN programmatic approach for all projects, can assure the consistent delivery of quality, on-time, and on-budget repair, renovation, sustainability, maintenance, and new build requirements.   All of the tools and services required are readily available. If you are a public sector facilities management professional, it’s your choice whether to implement significant improvement, or continue to make the mistakes of the many.

Rethink, rebuild, and improve your repair, renovation, and new build activities and reduce costs 20% – 30%+ by implementing robust, integrated LEAN construction planning, procurement, and project delivery. If you already have a Job Order Contracting Program to manage you repair, renovation, and minor new builds, you can reduce your administration costs up to 10x, and while improve service levels. We are excited to introduce a super-efficient Job Order Contracting Solution that simplifies the JOC process, adds transparency, and assures compliance.

You can now easily deploy robust LEAN JOC methods and consistently deliver quality repair, renovation, and new build project success with the lowest possible administrative burden.


The Value of Process, Shared Purpose, and a Common Information Environment

“Consistently Deliver Quality, On-Time, and On-Budget Repair, Renovation, and New Builds”

You already know that 80%-90% of ALL construction projects are late, over-budget, or poorly completed.

The PROCESS of planning, procurement, and project delivery via owner leadership and commitment, and robust LEAN Job Order Contracting, remains the only proven method to consistently achieve quality outcomes on-time & on-budget.

Cost effectively managing your facilities to support your organization’s mission requires the ability to

1.) define scope and cost reliably and in a detailed manner,

2.) procure services cost effectively, and then

3.) execute projects efficiently.

Fully defining, implementing, and managing best value repair, renovation, or new construction processes is a fundamental requirement for achieving any level of measurable improve in outcomes.   Studies have clearly demonstrated that a poorly prepared, poorly communicated scope of work is the primary cause of  construction project failures. These same studies have shown that the construction delivery method, the PROCESS, impacts all aspects of a project more than any single element in this regard.

Improving Construction Outcomes is a public sector owner's responsibility and requires both leadership and commitment.
Improving Construction Outcomes is a public sector owner’s responsibility and requires both leadership and commitment.

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  • Long-term, holistic implementation
  • Focus upon people, relationships, and outcomes
  • Common data environment and early/ongoing information sharing among all participants/stakeholders
  • Integrated planning, procurement, and project delivery
  • Waste reduction/value maximization
  • Collaboration internally and throughout supply chain
  • Metrics/key performance indicators
  • Written operations manual/execution guide as part of long-term multi-party agreement
  • Performance-based reward system
  • Shared risk/reward
  • Continuous Improvement

 

The term “sustainable development’ was first used in 1987 by the Brundtland Commission, a United Nations initiative to improve the global environmental, economic and social conditions (WCED, 1987).   Similarly “sustainable construction” was a term used in 1998, and perhaps best defined as “the creation and operation of a healthy built environment based on resource-efficiency and ecological principles”(Huovila and Koskela, 1998) (Kibert (2005).   Robust processes, methods, and tools have existed for decades, and have subsequently been refined to help organizations implement these approaches.   Owner leadership and commitment remains the only significant barrier to widespread adoption.

References:

Huovila, P. and Koskela, L. (1998). “Contribution of the Principles of Lean Construction to
Meet the Challenges of Sustainable Development.” IGLC-6, Guarujá, Brazil.

Kibert, C. J. (2005). “Resource Conscious Building Design Methods.” Sustainable Built
Environment, 1, 1–11.

WCED (1987). “Our Common Future: The Brundtland Report.” World Commission on
Environment and Development, (ed.), Oxford University Press, Oxford, UK.