Lean Construction - Prefabrication Indiana Society for Healthcare Engineering Conference Batesville,...

Lean Construction - Prefabrication

Indiana Society for Healthcare Engineering ConferenceBatesville, IN May 14, 2010

Agenda

Skanska Overview

Principles of Lean

Vehicles of ChangeContractual

Building

Skanska Overview

− Skanska AB – one of the world’s leading construction groups

− Skanska USA - $4.0 billion in revenues in 2009

− 33 national offices offer local services with the benefit of national resources

− Approximately 8,200 employees nationwide

− Among most financially stable and best capitalized construction firms in the world

− Market sectors include:− Healthcare− Science and technology− Government− Education− Corporate commercial

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Skanska Overview

− Healthcare is Skanska’s primary market comprising 30 percent of business

− Healthcare Center of Excellence brings national resources and expertise

− Currently $4 billion healthcare projects in U.S.

− Built nation’s first LEED Gold Certified Hospital – Providence Newberg Medical Center

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Consistently ranked among elite construction firms in annual rankings by Engineering News-Record and Modern Healthcare

Providence Newberg Medical Center

Why Lean?Waste vs. Productivity

$15.8B lost annually due to fragmentation

US Dept of Commerce Bureau of Labor Statistics

Symptoms of a Broken System

Reaching a New Frontier Leadership, Planning and Management

TraditionalLeadershipDictates direction

PlanningPartitioned by disciplines and is linear. Predictive and generally fixed, setting parameters for management

ManagementControls are inflexible, autocratic -processes are fixed and measures are isolated and historical

Lean Facilitates collaborative direction

Collaborative, project based and seeks to integrate efforts to eliminate negative iterations. Learns as project evolves

Develops a “network of commitments” to implement plan, evolves intelligence, measures are integrated and proactive

Lean Principles

− Collaborate – really collaborate

− Early engagement of team members

− Target Value Design

− Last Planner – all parties involved in the schedule

− Elimination of waste and duplicate activities

− Implement the 5 S’s

− Continuous feedback and learning

Follow the 5 S’s

Project Delivery

Typical Project Arrangement

Owner

ContractorDesigner

Parties actagainst each

others'interests

This relationship hasbecome increasingly

ambiguous

Reinforced by provisions of AIAand AGC “standard“ contracts.

Integrated Project Delivery (IPD)

− Integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.

− IPD is the process;BIM and Last Plannerare the collaborative tools

One Contract

BuildingPrefabrication

Common Misconceptions

− Lesser Quality

− Redundant Design Needed

− Compromises Design Creativity

SEA Project December 2009

Value to User Groups

− Cost Avoidance

− Open Doors to Facility Faster

− User Input, Review and Approvals− Fewer changes

− Fewer Inconveniences− Minimal disruption to ongoing operations− Less Manpower i.e. decrease in parking needed, safety

issues, etc.

− Collaborative Team Effort

American College of Healthcare Executives

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Southeast Addition Project

Southeast Addition Project

Southeast Addition Project

− 484,000 Square Feet

− 12 Stories (2 shelled for future growth)

− 178 Private Rooms

− Campus Transformation

Southeast Addition Project December 2009

Patient Room Design

− 100% Private Rooms

− Standardization of Spaces for Patients/Staff

− Acuity Adaptable Patient Rooms

− Same Handed (Repetitive) Design

− Designed by Caregivers

Patient Room Rendering

Understanding Prefabrication

− Prefabrication Video

− 5 Patient Floors

− 3 Wings Per Floor

− Corridor of each wing is being prefabricated in a warehouse 2 miles from the project, in 3 phases− Corridor rack modules− Bathroom pods− Patient room headwalls/footwalls

Prefabrication Application

Prefabricated Corridor Racks

Prefabricated Corridor Racks

Prefabricated Corridor Racks

Transportation from Warehouse to Jobsite

InstallationPrefabricated Corridor Racks

Patient Rooms

Headwall/Footwall & Bathroom

Bathroom Pods/Headwalls

Construction Benefits

− Improved Safety & Quality

− Cost Savings

− Reduced Manpower Peak

− Reduced Waste

− Seismic Benefits

− Increased Above Ceiling Accessibility

Improved Safety

− Working on the ground instead of heightReplacement Hospital with Patient Tower – Tennessee

Square Feet 625,000

Man Hours Worked 1,005,874

On site Workers 715

LTIR 0.6 

New Hospital Project – Tennessee

Square Feet 225,000

Man Hours Worked 768,529

On Site Workers 520

LTIR 0.26 

Southeast Addition Project – Dayton, OH

Square Feet 485,000

Man Hours Worked 446,195

On Site Workers 310

LTIR 0

Safely working on corridor racks

LTIR Industry Average 1.9*

*OSHA Statistics from AGC of America 2007 Reports

Improved Quality

− Controlled Environment

− Cleaner – Infection Control

− Materials Ordered to Specific Length

− Ductwork Installation

− Fewer Connections − Eliminates cross connections

of piping systems

Cleanliness of Warehouse

Cost Savings

− Anticipate Savings up to 1-2% of Construction Cost

− Earlier Revenue Generation for MVH − 5-10% Schedule Savings

SEA Project December 2009

Reduced Manpower PeakEstimated vs. Actual Manpower (Mechanical, Electrical, Plumbing)

Reduced Waste

Greenfield Hospital – Ohio

Square Feet 544,443

Waste Removal Cost $138,970 

New Hospital Project – Florida

Square Feet 423,000

Waste Removal Cost $200,006

New Hospital Project – Florida

Square Feet 480,000

Waste Removal Cost $490,083

Southeast Addition Project – Dayton, OH

Square Feet 485,000

Estimated Waste Removal Cost $91,000

Other Benefits

− Seismic Benefits− Comprehensive Seismic Design vs. Traditional Seismic Bracing− Smaller Quantity Needed for Seismic Materials− Labor Installation Savings− Reduced Cost for Future Renovations

− Increased Above Ceiling Accessibility− Improves Ongoing Maintenance for Hospital Systems− Flexibility for Future Additions/Renovations− Organization Accommodates Facility Maintenance

Questions?

Andrew QuirkSenior VPSkanska615-969-3708andrew.quirk@skanska.com