What if there was a better way to perform renovation, repair, maintenance, sustainability, and construction tasks?
What if owners and service providers could consistently assure that over 90% of projects are on-time, on-budget, and delivered per requirements?
With LEAN OpenJOC(TM) Job Order Contracting, this is not only possible, but the norm.
| Component | Traditional | LEAN OpenJOC(TM) |
|---|---|---|
| Teams | Fragmented, hierarchical, controlled, formed on “as-needed” basis, antagonistic and working as cross purposes | Integrated team of owner and contractor technical and procurement teams and building users. |
| Process | Linear, segregated, siloed | Cyclical, concurrent, multi-level, openly shared information with open, fully transparent pricing (Detailed, locally researched unit price book) |
| Risk | Managed individually, transferred to greatest extent | Managed collectively, appropriately shared |
| Compensation | Individually pursued, first-cost focus (lowest price of design and construction of the building alone, without maintenance and other costs) | Value-based team success tied to project goals established up front, mutual beneficial outcomes |
| Communications | Paper-based and two-dimensional | Digital, cloud-based, collaborative platforms |
| Agreements/ Contracts | Unilateral effort, allocate and transfer risk, no sharing | Multilateral, open sharing of risk and information, inclusive of Operations Manual/Execution Guide |
| Behaviors | Self-preservation, combative, short-term | Open, trusting. long lasting relationships |
“Eight-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.”
– W. Edwards Deming