Collaborative & Lean Construction
Foundations of Collaborative & Lean Construction
Respect for People is the cornerstone of Lean thinking. People transform ideas and materials into final useful value. Respecting the contribution of each individual is necessary to tap this resource.
In addition:
People are central to the success of Lean project delivery; and
The production management-based approach of Lean project delivery encourages all efforts to make transparent and then optimize all processes and flows within design and construction work.
““From clients to design partners, everyone agrees that early collaboration saves time and creates better end product.””
Introducing Integrated Project Delivery (IPD)
A project delivery method is a system used by an agency or owner for organizing and financing design, construction, operations, and maintenance services for a structure or facility by entering into legal agreements with one or more entities or parties.
IPD is cost-based and team managed, it inherently requires greater leadership and administrative effort than a lump sum, hierarchical project. This effort is amply repaid on most projects—but not all.
““IPD formalizes the collaborative construction process.””
Target Value Design and Designing to Budget
Target Value Design is the process employed by the team to move from inception of validation to completion of project documentation, allowing the team to optimize value through collective creativity while developing both budget and solution with a methodical approach.
TVD is a philosophy of: "Designing to a budget instead of budgeting a design"
Vertaslide Installation
Early Planning Process
IPD, perhaps more than any other delivery model, is heavily loaded on the front end in terms of effort.
Using integrated project delivery (IPD) on the $1.5-billion Penn Medicine Pavilion health care tower in Philadelphia was a precedent-setting project for STO Building Group’s construction services arm, LF Driscoll, says STO CEO Bob Mullen.
“The partnership and shared vision from the beginning undoubtedly created a culture of collaboration that translated into a hugely successful project,” he says. “From clients to design partners, everyone agrees that early collaboration saves time and creates better end product.”
“We have been able to circumvent supply delays by estimating and pre-purchasing materials before design documents.”
Glass Operable Wall
What main factors can be controlled to reduce costs and control timelines
Early involvement of contractors and suppliers in design development
Careful consideration of incorporating any custom solutions, ie. fabrication, custom colours, etc.
Work with experienced trades with similar goals and values
Consider material supply chains and any possible disruption based on current events
Methods of Controlling Costs and Timelines
Create a cross functional project management team
Project Management Team (PMT): Project leaders capable of coaching, guiding, and facilitating, in addition to managing.
PROJECT IMPLEMENTATION TEAMS (PITs) Made up of diverse stakeholders organized by areas, PITs drive value into (and waste out of) the project. PITs can include all members of the team—the PMT, signatories, non-signatories, owners, architects, contractors, trades, suppliers, resulting in small multidisciplinary teams.
Fast track the RFI process
Establish a clear RFI process for the project and your team, and make sure all participants follow it.
Devote sufficient time during pre-construction to reviewing and understanding construction documents.
Use a standardized RFI form and assign RFI numbers sequentially.
Promote the formation of long term, trusting business relationships with key contractors
Determine the main cost drivers
Once a project team understands what is driving the bulk of the cost on the project, they can find ways to minimize the risk and lower the cost to deliver the project.
Potential cost drivers on your projects:
Steel
Glass
Custom solutions
Last minute changes
Personnel changes
Communication break-downs
CLR Folding Doors
In Conclusion
"If you take the time needed to build a strong foundation for communication, collaboration, and accountability during your early IPD work, much of the later work during construction and closeout will consist of maintaining team and project momentum and adjusting as things evolve. You need to ensure that your tools and techniques are sustained and working effectively. You also need to make sure that your team culture preserves its strength and that processes for managing the work and maintaining financial diligence continue to be carried out as planned." 1
References:
Integrated Project Delivery, An Action Guide for Leaders. by James Pease (Author), Markku Allison (Author), Sue Klawans (Author), Renee Cheng (Author), Howard Ashcraft (Author) 2019
ENR Top Lists The Top 100 Project Delivery Firms Balance Increased Risks
