2013 Congress Presentation Abstracts

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  • Please note: This is a partial list of abstracts more will be added over time.

    Tuesday, October 22 Training Day Introduction to Lean (Lean 101) This workshop is designed to introduce, and give participants an experience of, the key lean principles - value, value stream, flow, pull and pursuit of perfection. The idea is to create a vocabulary and then to begin to explore how that vocabulary can be used to improve the way that work works in design and construction projects and the enterprises that support them. The workshop is based around a number of carefully chosen simulations designed to help you confront issues in your own practice so that you can evaluate the relevance and value of applying these principles and ideas to yourself, your work and your business. Is this workshop for you? This workshop is aimed at two different and complementary audiences: Those who want an introductory workshop on Lean Thinking in Construction Experienced Lean trainers who want to evaluate a different approach to running a one-day "Intro to Lean".

    Wednesday, October 23 Program Purpose & People - Enduring Value from Capital Programs Organization Design Many organizations embark on their Lean journey by applying it to one or more processes or projects. This typically generates good results, but without establishing an underlying Lean-centered culture, results are often not sustainable. This presentation will focus on how UCSF is taking this a step further and using Lean to connect customers, people, culture, organization structure, management processes and business systems for truly transformative results. The Lean journey at UCSF is designed to improve project delivery processes such as standardizing approaches to work, speeding up project initiation, simplifying budgeting, and reducing the potential for bottlenecks. What is unique about UCSFs journey is that the university is embracing Lean as a people-centric system, which can create a healthier workplace with more value and less stress. To do so, UCSF has engaged in relentless assessment and reflection with their customers and staff to deeply understand all aspects of the performance of their Capital Programs. This deep understanding has shed light on the strengths and needs of organizational structure, succession, functions, processes, roles, personalities, culture, working with partners and, interacting with customers. Dont Fear the Future - Shifting Towards IPD Children's Medical Center of Dallas (CMC) used traditional project delivery methods for years, but yearned for a better way. Seeking a more collaborative approach and improved results, leadership agreed to test a "semi-integrated" approach to a major renovation project after analyzing various options. Their solution - while not true Integrated Project Delivery (IPDL with a tri-party agreement - nonetheless achieved the desired outcome by taking advantage of IPD principles ... a more cooperative environment with open exchanges of ideas and data; shared risk and reward; improved efficiency; and ultimately, lower costs. Hear CMC and their team describe the decision making and implementation processes, and learn how a lean/IPD

  • approach helped foster collaboration, reduce frustration, and achieve higher returns from selection through the end of construction Communication & Collaboration can Overcome any Challenge - Methodist Olive Branch Hospital Story Methodist Healthcares $100 million, 206,000 SF Olive Branch Hospital will accommodate unprecedented growth in the flourishing Memphis suburb of Olive Branch, Miss., providing emergency services, obstetrics, cardiology, a diagnostic and therapeutic cardiac cath lab, along with medical imaging services. The overall project success story began when the entire design and construction team was selected under a joint response to the Integrated Team RFP solicited by Methodist. Turner, GS&P and SSR reached out to one another to form the basis of the IPD Team during the pursuit. Having successfully recently completing another IPD project, the team felt our expertise in this method of delivery would be key to the success of this project. The project had several challenges, because of the commitment to communication and collaboration of the team, we have been able to meet or exceed all the goals set out by Methodist Healthcare. The project team achieved an aggressive 13-month construction schedule. Especially beneficial has been the use of IPD, optimizing project results, increasing value to the owner, reducing waste, and maximizing efficiency through all phases of design and construction. How the team responded, communicated and collaborated throughout the project has made it one of the most enjoyable projects for all involved. Program completion occured in June of 2013 (24 months from concept to completion!). This team worked under a modified IPD agreement, utilizing and customizing best practices of Component Team Estimating, Constraint Logs, Last Planner Scheduling, Prefabrication from the BIM model. Maine General - A Unique Lean Journey The Maine General Medical Center Project is a 192 bed, 640,000 square foot replacement facility in Augusta, ME under a true IPD tri-party agreement. We chose to implement Lean in our field operations in the middle of our project as a means to carry the spirit of collaboration to the field and continuous improvement with much success and some struggle. We would like to share our struggles and successes. It should be said the project was already very successful prior to the implementation of Lean principles and was already several months ahead of schedule. We used an all-in approach to find that root cause analysis, continuous improvement implementation in the field, reflecting on our work, and the Last Planner System works... even when starting in the middle of the project. We were successful in getting the philosophy all the way from the office to the craft workers and reaped the benefits with real measurable results. We would be presenting the results of implementing check-off processes developed as a result of Root Cause Analysis, our most fruitful continuous improvement suggestions from the field, the implementation of pull planning, weekly work plans, weekly work plan meetings, and daily stand-up meetings. We would also share the struggles we found along the way and what it took to turn a 640,000 square foot ship that is already halfway through its voyage. Measuring In-Project Processes with Team-Driven Feedback DesignFacilitator Works with AEC firms to implement real-time, project-based feedback processes designed to create better, more predictable project outcomes. Presented are case

  • studies with Brasfield & Gorrie (B&G) and ARRAY Architects, specific to lean / IPD feedback methods, targeting healthcare owners. B&G is implementing an extensive feedback process on an 80-bed hospital project currently underway. The owner, UHS, along with all the design trades, are currently exchanging metric-based feedback after each Bigroom meeting, after key deliverables, and at major milestones. Mark Spies, project architect, says: "Surveys provide a chance to stop and reflect on how well or not well the process is working." Christian Pikel, PM at UHS, re-affirmed the owner's desire to be asked frequently about the project progress, and finds value in the 1-minute IPD survey process we developed as a team to validate success criteria were met for each work product. ARRAY, over the last six months, implemented a feedback loop on the majority of their projects. Timely feedback arms design teams with actionable information to meet project expectations throughout the life cycle of the project, while also helping keep the team environment and culture positive and supportive. Improving an organizations productivity with collective kaizen & standardization coupling: an innovative simulation Collective kaizen can double, triple or even quadruple an organizations productivity, but is often overlooked, even in the world of lean. IPD contractual relationships and lean culture can help facilitate the systematic implementation of collective kaizen. This interactive session offers a new lean simulation game to demonstrate the impact of collective kaizen on the success of a project. Lean Maintenance: Improving the Efficiency of Facility Maintenance - Wiggins For many years Builders delivered paper Operation and Maintenance Manuals in three-ring binders, rolled-up drawings and various other shapes and sizes of documents that were bulky and difficult to navigate. The preparation of the documents was time-consuming and frequently missed the mark in terms of providing information that was useful to facility maintenance staff. Poorly organized indexing systems and/or the sheer bulk of the documents frequently made it difficult to locate needed information. With the advent of portable computing the development of flexible, (nearly) bullet-proof software platforms it makes sense to switch from paper to electronic management of these large document sets. When we made the switch from paper to electronic product submittals in 2009 our staff asked the question: "If we are processing submittals electronically why should we take that information and convert it back to paper for the O&M Manual?" We have been providing Digital Operation and Maintenance Manuals to Facility Managers since that date and would like to talk about the evolution of these manuals, demonstrate some of the current features and discuss future possibilities for their enhancement. How owners ask for value through their solicitations Lean thinking had forced our industry to seek out a better understanding of what we do (process) and why it matters (value). Sustainability and integrated design have required our teams to better understand how their scopes interact with the scopes of others and other phases of the project lifecycle. BIM and information technologies have given us the ability to see and analyze data in ways that were never possible before. Alone, each of these concepts is powerful and have altered the way we think about and carry out our business. However, when

  • all three of these concepts are effectively integrated and focused on a clear understanding of what is meant by "value", they create a holistic and comprehensive paradigm shift that stands to revolutionize an industry. This session will look at how owners ask for value through their solicitations, what owners really are looking for, and how design and construction teams can integrate lean, sustainability, and technology to create robust strategies for delivering high-performance projects. Target-Value Computational Design Computational design is an interdisciplinary field which combines computer programming with design. Two case studies will demonstrate how target-value design principles were followed during the process of developing custom computational design tools to optimize design and meet established construction targets. The development of these tools was rapid, enabling coordination and decision-making among all stakeholders in time to make the desired positive impacts. Each of these projects are examples of complex geometry, which inherently posed questions regarding the challenges to build them. Those questions could be answered quickly thru computational models, and therefore uncertainty in the design and coordination process was reduced. For more information on one of the projects (VanDusen Botanical Garden Visitor Centre): http://www.youtube.com/watch?v=qGusZFiZ41I The second project is a transit hub in central China, in the community of Fuling.

    Thursday, October 24 Program Akron Children's Hospital: How we used departmental mock-ups to transform the design process. At Akron Children's Hospital, the Integrated Lean Project Delivery Team was challenged to design and construct a state-of-the art hospital by applying lean principles to hospital operations, design, and construction. At the onset of the project, the Hospital's Center for Operational Excellence challenged the team to design spaces that would support future state operations, reduce the number of change orders by 90% , and to build an efficient, right-sized hospital in the process. In order to ensure that the team was hearing from the voice of the customer, patients, family and staff were actively involved in the design workshops. Contrasted against a traditional healthcare design process, where 5-10 users sit around a set of drawings with an architect, each Akron workshop consisted of 25 - 30 departmental team members, several hospital parents, members of the COE, architects, engineers, estimators, and trade-partners. Instead of looking at a set of drawings, entire departments were mocked up out of cardboard in a (tire) warehouse. At the end of the design phase, the departments had an unparalleled sense of understanding and ownership with the design, prior to the project moving into implementation. Function-based Measurement and BIM contributions to Lean Construction Emerging Function-based Building Information Modeling (BIM) technology is proving to accurately (within a statistical range) predict commercial facilities program, scope and costs. The implication to the future of Lean Construction is significant. This technology has developed out of a vision to drive waste and defects out of the commercial construction process -

  • beginning in the early 1990's through the principles of W. Edward's Deming, the statistician that helped re-construct post-WWII Japan's industry. The big idea is that a function-based modeling system that can accurately simulate the program, scope and cost of past projects, will be able to predict the same for proposed projects well before the design process begins. In doing whole-building and major systems measurement system will be attained - which is critical to true process improvement through reduction of waste and defects. Building Catalyst Modeler (www.buildingcatalyst.com) is currently being launched to satisfy this need for function-based BIM. BP Whiting Presentation Implementation of Lean methods to construction of capital projects at BP's Whiting Refinery. The Whiting refinery processes over 400,000 barrels of crude oil per day. Approximate annual CAPEX spend target of $300 million. Construction performance for capital projects within the refinery was extremely inefficient and not competitive, with a history of poor project delivery performance at the site relative to peers within refining industry. On average it would cost us 38% more to deliver the same project versus industry. Construction planning was "ad-hoc". Crafts were expected to start in the field immediately after work packages were issued. Virtually no pre-planning occurred. Construction supervisors were regularly dealing with constraints and barriers as they arose which resulted in repeated start/stop cycles. Capital projects group had...