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UHS Temecula Valley Hospital
IFOA Results
Speakers: Tara Laski - UHS
Ken Lindsey - Southland Industries Dean Shipcott – Bergelectric
Tom McCready – DPR Construction Brent Nikolin – Turner Construction
To Earn CEUs for this Program:
Participants must:
1. Check in with attendance proctor at the door
2. Attend at least 95% of the session.
3. Complete the post-program evaluation.
4. Complete a brief online assessment with a score of 75% of greater.
Detailed instructions on how to log into AGC Connection to complete the CEU process will be emailed to participants.
AGC of America has been accredited as an Authorized Provider by the International Association for Continuing Education and Training (IACET), 1760 Old Meadow Road, Suite 500, McLean, VA 22102; (703) 506-3275.
Learning Objectives By attending this session participants will be able to:
• Discuss the background and structure of the IFOA contract
(Consensus 300 docs)
• Identify the shared risks for collaboration, innovation and trust
• Explain the target value design and the process of continuous
estimating
• Discuss the utilization of collaborative planning and how we
brought Lean to the field
• Discuss how the IFOA agreement helped our team exceed our
targeted productivity rates.
UHS
Temecula
Valley
Hospital
IFOA Results
PROJECT OVERVIEW
• Original Project Start in 2009
• Formed the IPD Team in 2010
• 5 floors totaling 178,000 SF building on 37
Acers
• 150 Million Dollars
• Zero Value Engineering
• One Change Order to add Cardio
Operating Rooms
Temecula Valley Hospital 2013
• 40% below market cost
• 30% operational cost
improvement
• 200%+ increase in
labor productivity
• 7 IFOA partners
• Rapid improvement
• Exceptional team work
• Lots of FUN
STRUCTURE OF
CONTRACT
UHS
Temecula
Valley
Hospital
IFOA Results
Trusted, qualified, profitable partners
One target cost
Target is aggressive
Owner pays all project costs + overhead
Partner profit is fixed, but…
Partner profit is at risk
Integrated Form of Agreement (IFOA)
THE DEAL
Contract signing
was as symbolic
as it was legally
binding.
All seven parties
present. No
“mailing it in”.
THE DEAL
An aggressive goal requires tracking:
At-risk cost of work
Not at-risk cost of work
Contingency/Risk items
identified allowances , no % SWAGs
Path back
Savings
Profit
IFOA
INCENTIVES AND RISK SHARING
Profit can
increase as
Risk
Management
decreases
Innovation
Productivity
Reducing
Waste
INCENTIVES & RISK SHARING
ESTIMATED %
OF PROFIT POOL
HMC 17.9%
DPR|TURNER 30.5%
SOUTHLAND 25.7%
BERGELECTRIC 14.6%
SOUTHWEST FIRE 1.5%
DPR DRYWALL 9.8%
TOTAL
Enables optimal behaviors
Shares risk and reward
between designers/builders
between owner and partners
Promotes transparency
Promotes collaborative problem-solving
Promotes distributed leadership
Promotes seamless project delivery
IFOA
UHS
Temecula
Valley
Hospital
IFOA Results
SET BASE DESIGN &
DESIGNING IN IFOA
TRADITIONAL DESIGN PROCESS
• Courtesy of Hanson Bridgett
EVOLUTION OF SET BASED DESIGN
OPTIONS
1
2
3
1.1
2.1
3.1
1.2
2.2
3.2
2.3
3.3
C
3.4
B
C.1
A
B.1
A.1
4 4.1
TIME
IPD PROCESS ELEMENTS
• Courtesy of Hanson Bridgett
A NEW WAY TO DESIGN
INTEGRATED
TEAM
Healthcare User
Operations
MEP/FP IS-IT
Core / Shell Project
Operations
Interiors Build-out
Community
Public Relations
Structural
Site
Medical Equipment
KEY ELEMENTS PROJECTS APPLYING
LEAN
PLAN
DO STUDY
ADJUST
PLAN:
DO:
STUDY:
ADJUST:
Develop a plan for a program, a
project, or to improve any process.
Execute the plan, first on a small
scale.
Observe, measure, evaluate
feedback to confirm or to adjust
the plan.
Make the plan permanent or
study the adjustments to improve
and start the PDSA cycle again.
Repeat continuously.
A3 PROBLEM SOLVING
Accurate documents
Trade Ideals higher Level of Problem solving
Early Constructor input, move information
forward
Labor savings by design
Much higher rate of information flow
Cost decisions
Much tighter tolerances
Right sized systems
Innovations
COORDINATION
DESIGN TEAM TRANSFORMATION
Select collaborative team members
Teach team our design process
Submittals as Documents
Reorganizing of traditional design
documentation.
UHS
Temecula
Valley
Hospital
IFOA Results
TARGET VALUE DESIGN
& SELECTING PARTNERS
IDENTIFY THE TARGET
VALIDATE THE TARGET
CONTINUOUS TRACKING
VALIDATE THE TARGET
CONSTRUCTION COSTS PER SF
$680 / SF
$500 / SF
$480 / SF
0
100
200
300
400
500
600
700
800
CA Ave. Hospital Cost (SF) Temecula Target (SF) Temecula Actual (SF)
30%
Reduction
VALIDATE THE TARGET
ALL IN COSTS PER BED
(NO LAND ACQUISIT ION)
$1.8MM / Bed
$1.1MM / Bed
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
CA Ave. Hospital Cost per Bed Temecula Ave. Hospital Costs per Bed
40%
Reduction
CHOOSING BY ADVANTAGES
SELECTING PARTNERS
Choose by Advantages not Relationship
Onboard all Partners
Be Transparent with the Budgets
Develop Cluster Targets
IFOA Delivers Cultural Change
LESSONS LEARNED
UHS
Temecula
Valley
Hospital
IFOA Results
COLLABORATIVE
SCHEDULING
PLANNING
• ADePT
Not compatible with our needs
• Vizio
Great visuals but no reporting capabilities
• SIP Link
Great but too much time required
• OurPlan
Best to date
• Flowline
Work flow
PLANNING
• Started planning 1.5 years before construction
• General Foremen & Superintendents met once
a week
• Time for Trust
PLANNING
UHS
Temecula
Valley
Hospital
IFOA Results
TAKING LEAN TO THE
FIELD
TAKING LEAN TO THE FIELD
TAKING LEAN TO THE FIELD
UHS
Temecula
Valley
Hospital
IFOA Results
PRODUCTIVITY AND
INNOVATION
PRODUCTIVITY
Productivity Tracking
How did we collect data
What tools did we use to be more productive
What Have We Learned
Day to Day Decision
Qualifying Pre-Con Decisions
Rethinking Future Project Plans
PRODUCTIVITY TRACKING
PRODUCTIVITY TRACKING
VIDEO STUDIES
VIDEO STUDIES
VALUE
WASTE
VIDEO STUDIES
2nd Floor Ext. Framing
VIDEO STUDIES
3rd Floor Ext. Framing
VIDEO STUDIES
Video Studies
2nd Floor Ext. Framing — LF/MD 3rd Floor Ext. Framing — LF/MD
67% Install Increase
100% Rework Decrease
VALUE STREAM MAP
VSM – Door Delivery & Install
LEVERAGING PRODUCTIVITY
DAY TO DAY DECISIONS
Day to Day Decisions
Changed batched size
Resulted in trade
stacking impacted
production rates
Immediately adjusted
Plumbing Cast Iron — LF/MD
Electrical In-Wall – HRS/RM
LEVERAGING PRODUCTIVITY PREPLANNED
DECISIONS
Preplanned Decisions
Install plumbing prior
to framing
Showed that plumber
had significant
advantages
Plumbing Manpower
Plumbing Cast Iron — LF/MD
LEVERAGING PRODUCTIVITY
RETHINKING WORK WEEK
Overtime
LEVERAGING PRODUCTIVITY
RETHINKING SCHEDULING
Holiday Schedule
Working during the holidays
175 Partners working during holidays
30% to 40% Reduction in production
~$200,000 loss
Copper Pipe – LF/MD
Round Ductwork — LF/MD
Q&A
PRESENTER: Brent Nikolin Tara Laski Dean Shipcott
Turner Construction Universal Health Services Bergelectric
[email protected] [email protected] [email protected]
213.216.7869 949.466.9647 310.420.9557
Ken Lindsey Tom McCready
Southland Industries DPR Construction
[email protected] [email protected]
562.572.1907 949.933.0386
