Optimizing Construction, Repair, Renovation, and New Build Outcomes

By peter.cholakis@verizon.netOptimizing Construction

Optimizing Construction, Repair, Renovation, and New Build Outcomes requires a robust programmatic process that is consistently applied and continuously improved.

Let’s start with what methods will NOT WORK if used on their own…

  • Design-bid-build
  • CPM
  • Last Planner / Last Planner System
  • Kaizen
  • CM@R/CM@Risk
  • Design-build
  • Blackbelt
  • Six sigma
  • Gemba
  • Kanban
  • Mudi
  • Muri
  • Poke yoke

Now let’s talk about what will work.   A process is needed that integrates internal and external teams on an early and ongoing basis throughout the Planning, Procurement, and Project Delivery phases and beyond.

Construction program management processes and technology must be connected with real-time data (locally researched unit price cost data) and workflows in order to be efficient and successful and keep project teams on the same page. The siloed approach just doesn’t cut it anymore.

A process, with associated workflows and tools, that…

  1. Allows the consistent delivery of quality projects on time and on budget independent of size, scope, and complexity.
  2. Should be scalable across project types, sizes, locations, and teams.
  3. A detailed scope of work, including a detailed line time list of unit task (not assemblies/systems) with associated granular labor, material, cost, crew, and productivity data, all organized using a standard data architecture (CSI Masterformat), and all locally researched (no used of “national average cost data”, “location factors”, or “economic factors”
  4. All tasks should represent what can typically be accomplished in a single workday.
  5. Provides flexibility for specific organizational requirements.
  6. Rewards performance and problem solving
  7. Is easy to understand and deploy with minimal administrative burden and cost
  8. Encourages and retains feedback and input from the people doing the work, continuously building a knowledge base.
  9. Provides sufficient granularity to monitor and improve sustainability.
  10. Integrates internal and external planning, procurement, and project delivery teams.

Currently only two programmatic processes enable all the above items LEAN IPD and LEAN JOC.

Optimizing Construction, Repair, Renovation, and New Build Outcomes for owners, architects, engineers, and builders.
Optimizing Construction, Repair, Renovation, and New Build Outcomes for owners, architects, engineers, and builders.

What’s needed for LEAN IPD or LEAN JOC?

  1. Owner leadership and long-term commitment and equal support from all internal and external teams.  The process won’t work if not followed by all.  Staying on course with a new system of operation is nontrivial.
  2. Change Management – Getting everyone onboard with a new process isn’t easy, everyone is ambivalent about change.
  3. Direct owner participation – Management officials must be able to guide employees and external teams directly and efficiently, without the filter of a third party “consultant”.  The essence of the lean method of operation is derived by how well leadership can work with internal and external teams.
  4. Training and education – Implementing and maximizing the benefit of takes time and dedication.  Initial and ongoing training for ALL participants and stakeholders as well as quantitative metrics/performance indicators are mandatory. Cohesive teamwork is essential for lean systems.  Each team member must be well versed in their role, responsibilities, and deliverables.   Optimizing outcomes is dependent upon all participants.
  5. Continuous Improvement – Leadership must be vigilant to changes in the internal or external environment and adapt accordingly.

Via Four BT, LLC – Integrated Construction Planning, Procurement, and Project Delivery Solutions

www.4bt.us