The Lean Process Drives Big Win for GSA

Biography Doctor Nathan Slauson

• 41 Years Construction Industry Experience

• Doctorate of Management Case Western Reserve University (Weatherhead School of Management)

• University of Phoenix Faculty Des Moines, Iowa Campus

• Journeyman Sheet Metal Worker

Overview

• Project Description

• Project Information

• Project Statistics

• Process

• Project Assumption

• Project Implementation Tools

• Results

Project DescriptionGSA Region 6 Project Des Moines, Iowa

Owner: Federal Government (GSA)

Project Governance: CMc (AT RISK)

Contract Type: Best Value

Special Conditions: 10 Story Occupied Building35 Foot Candles of Light Maintained

Building Temperatures Maintained (68 Degrees F Winter) (74 Degrees F Summer) No Storage on siteWorking Hours 5:30 PM to 6:00 AMClean for Office Working Conditions by 6:00 AM DailyFreight Elevator Size (8’x8’x10’)

Project Information

Project Statistics

VAV Boxes

• 132 Fan Powered VAV Boxes

• 702 Single Duct VAV Boxes

Project Statistics

• 4 Custom AHUs 75,000 CFM (18’x12’x45’)

• 2 Custom AHUs 11,000 CFM (11’x7’x 36’)

• 1 Custom AHU 8,500 CFM (8’x5.5’x10’)

• 1 Custom AHU 6,000 CFM (8’x5.5x 8’)

• 606,595 LBs of Duct including Spiral Pipe

• 21,995’ of Hot Water Piping and Fittings

• Cooling Tower System & Associated Pipe

• 44,327 Mechanical Piping Man-hours

• 86,747 Sheet Metal Man-hours including Fabrication

Process

Part 1: Determine the Right Project Goal Daily

• Review Production from Previous Night

• Review Problems from Previous Night

• Set Goals that Accelerated Project Performance

Process

Part 2: Create New Daily Plan

• New Plan Adjusts for Actual Production and Problems from Previous Night.

• Review Problems from Previous Night for Cause and Effect

• Adjust Material Delivery to Project Site based on Daily Plan Performance

Process

Part 3: Risk Analysis

• Review Daily Problems for Negative Tenant Impacts (8 Hours into Shift)

• Mitigate any Negative Tenant Impacts before End of Daily Shift.

Project Assumption

The Greater Good of the Project wouldBenefit all Participants and Stakeholders

Communication

• Daily Meeting with Facility Contractor and GSA 7:30 AM

• Production and Progress Reported (Enables GSA to Update Tenants of Project Progress)

• Problems Encountered and Mitigation Discussed in Detail

• Any Issues that May Irritate Tenants Reviewed with Team Daily

Decision Making

• Proactive Pre-Planning to eliminate Project Problems

• Decision Tree Methodology Utilized for Making Decisions

• Reviewed Project Decisions with Cost Benefit Analysis Process

• Any Decisions that May Irritate Tenants or Cause Project Delay Reviewed with Team Daily

Systematic Project Leadership

• Increased Team Knowledge

• Consist Process (Last Planner)

• Experimentation

• Action Orientation

• Team Integration

• Implemented Lessons Learnt as Project Progressed

Trust

• Team Collaboration

• Team Cooperation

• Reliable Reporting

• Can Do Attitude

• Attention to Details

Results

• Demolition and Installation Duration per Floor reduced from 28 Weeks to 14 Weeks to 12 Weeks to 10 Weeks with the Same Size Crew.

• AHU Demolition and Installation on 75,000 CFM AHUs went from 30 Days per Unit to 10 Days with the Same Size Crew.

Results

• Schedule Improvements (Project Completed Ahead of Schedule)

• Higher Quality Deliverable

• Minimal Tenant Disruption

• Acknowledgement of Superior Planning Process from GSA

• Accolades for Project Documentation

• Energy Saving above Initial GSA Expectations (Currently 22%)

• Increased Profitability for all Participants

Project Recognition

Linda Phillips Region 6 informs Project Team that Neal Smith Federal Building is Premier Region 6 Project for Cost Effectiveness, Quality, Schedule Performance and GSA Satisfaction.

The only GSA Project currently under Budget and Ahead of Schedule. Additional Building Projects Completed with Project Savings.

Questions ?