25
Why Projects Excel? The Business Case for Lean Construction Bevan Mace, Ph.D. National VP, Operations & Lean

Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

  • Upload
    others

  • View
    1

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

Why Projects Excel The Business Case for Lean Construction

Bevan Mace PhDNational VP Operations amp Lean

copy Lean Construction Institute

Does this sound familiar

copy Lean Construction Institute

The Business Case for Lean

PROJECTS with HIGH LEAN INTENSITY

are MORE LIKELY to complete

AHEAD OF SCHEDULE amp UNDER BUDGET3X 2X

copy Lean Construction Institute

Lean Construction Tenets

copy Lean Construction Institute

Industry Efficiency

Most who never heard of Lean think

the industry is Efficient

analyticsstoreconstructioncom

copy Lean Construction Institute

Owner Satisfactionanalyticsstoreconstructioncom

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 2: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Does this sound familiar

copy Lean Construction Institute

The Business Case for Lean

PROJECTS with HIGH LEAN INTENSITY

are MORE LIKELY to complete

AHEAD OF SCHEDULE amp UNDER BUDGET3X 2X

copy Lean Construction Institute

Lean Construction Tenets

copy Lean Construction Institute

Industry Efficiency

Most who never heard of Lean think

the industry is Efficient

analyticsstoreconstructioncom

copy Lean Construction Institute

Owner Satisfactionanalyticsstoreconstructioncom

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 3: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

The Business Case for Lean

PROJECTS with HIGH LEAN INTENSITY

are MORE LIKELY to complete

AHEAD OF SCHEDULE amp UNDER BUDGET3X 2X

copy Lean Construction Institute

Lean Construction Tenets

copy Lean Construction Institute

Industry Efficiency

Most who never heard of Lean think

the industry is Efficient

analyticsstoreconstructioncom

copy Lean Construction Institute

Owner Satisfactionanalyticsstoreconstructioncom

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 4: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Lean Construction Tenets

copy Lean Construction Institute

Industry Efficiency

Most who never heard of Lean think

the industry is Efficient

analyticsstoreconstructioncom

copy Lean Construction Institute

Owner Satisfactionanalyticsstoreconstructioncom

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 5: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Industry Efficiency

Most who never heard of Lean think

the industry is Efficient

analyticsstoreconstructioncom

copy Lean Construction Institute

Owner Satisfactionanalyticsstoreconstructioncom

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 6: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Owner Satisfactionanalyticsstoreconstructioncom

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 7: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Satisfaction

Fulfillment of onersquos wishes expectations or needs or the pleasure derived from this

How satisfied are you with the delivery of capital projects

ndash Alwaysndash Frequentlyndash Sometimesndash Infrequently Never

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 8: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Research OverviewOwner Satisfaction amp Project Performance

Objectives1 Benchmark owner satisfaction amp

project performance 2 What is the impact of lean

Survey 81 Owners 162 projects

IPD amp Lean Motivation amp Means

Objective3 How and why does integrated

lean succeed

Case Study 10 Owners Projects

Institutions46

Industrial15

Government15

Developer12

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 9: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Satisfaction vs Value

Total (n=81)

-21

-61

-17

-49

24

6

46

10

Completed Ahead of Schedule

Typical ProjectBest Project

Completed Under Budget

Completed Behind Schedule

Completed Over Budget

Performance from Approval of Capital Project ( of Best Typical Projects)

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 10: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

-17

-44

-16-31

83

56

8469

Satisfaction vs Value

12

Typical ProjectBest Project

Rated 3 or 4 for Quality

Rated 3 or 4 for Safety

Rated 1 or 2 for Quality

Rated 1 or 2 for Safety

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 11: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Importance of Team Cohesion

Projects Reporting the Highest (44) Rating

10 9 115

6861

54

40

Perception of TeamChemistry

Integration of ProjectTeam Members

Commitment of TeamMembers to Same

Project Goals

Timeliness of DecisionMaking Related to Issue

Resolution

Typical Project Best Performing Project

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 12: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Build the Team

Typical Projects42 donrsquot engage key

stakeholders until design development or later

Best Projects76 engage key

stakeholders before or during conceptualization

3

9

22

1517 16

99

25

42

711

3 4

Pre-businesscase

Business casevalidation

(pre-design)

Duringconceptualization

(0-15 design)

During schematicdesign

(15-30)

During designdevelopment

(30-60)

During constructiondocuments(60-90)

End of constructiondocuments or later

(100 CD)

Typical

Best Performing

Timing of Key Stakeholder Engagement

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 13: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Key Stakeholders Selection Process

12

17

35 Best value(price + proposal)

Negotiated

Self-selectedteam

Top 3 Selection ProcessesBest Performing Project

Top 3 Selection ProcessesTypical Project

16

21

24Pre-Qualified open bid

Best value(price + proposal)

Open bid

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 14: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Support the TeamTop Project Delivery Methods on

Typical and Best Projects (20 or more usage on either)

Top Contracting Types on Typical and Best Projects

3841

1

14

4438

1

31

11

22 2320

44

19

ConstructionManagement

at Risk

Design-bid-build

IntegratedProjectDelivery

Design-Build Lump Sum GuaranteedMaximum

Price (with orwithoutshared

savings)

CostReimbursableWith Targetand Shared

RiskReward

Typical Project Best Performing Project

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 15: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Methods with Most Degree of Difference Between Usage

Total (n=81)Typical Projects Best Performing Projects

Learn as a Team

Part-time co-lo more common than full time

LPS more common in construction than

in design

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 16: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute18

5 Srsquos 5 Whys A3 Thinking BIM 3D Coordination BIM 4D amp Site Logistics Planning BIM Design Authoring BIM Execution Plan BIM Model Based Estimating CBA Decision Making Co-Location Big Room ConceptualContinuous Estimating CPM Scheduling Design to Budget Electronic Information Exchange

Full-Team On-Boarding Kaizen Last Planner SystemOAC Report Out Meetings PDCA PrefabModularization Production System Modeling Root Cause Analysis Set Based Design Target Value Design Value Engineering Value Stream Mapping Visual Management

Lean Intensity Scoring

Eliminated Methods Deemed

Standard Industry Practice

Greater Weight Given to Methods

Deemed Particularly

Valuable

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 17: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Succeed as a TeamCorrelation of lean intensity to outcomes

( likelihood on best projects)

Completed Ahead of Schedule Completed Under BudgetLow Lean Intensity High Lean Intensity

3X

2X

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 18: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

IPD amp Lean

20

21

39

0

5

5

65

Design-Bid-Build (Best)

CM at Risk (Best)

IPD (Best)

High Intensity Users Low Intensity Users

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 19: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 20: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Common Project Mythshellip1 Delivery matters less than choosing the right people ndash

behaviors canrsquot be dictated by a contract

2 IPD contracts are too complicated Lean tools are too rigid

3 IPD only works on large complex healthcare projects ndashTeams new to IPD and lean are at a disadvantage

4 Owners arenrsquot getting best value ndash or ndash Owners are getting value but the team is not making profit

5 IPD and IPD-lite are essentially the same financial incentives and release of liability are no big deal

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 21: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Lean Usage amp Proficiency

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 22: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Tactical Takeaways for Projects1 Set targets Define ownerrsquos business case amp goals at c-suite

2 Build the team Contract (using best value) key stakeholders prior to during concept design to validate targets amp unify the team

3 Learn as a team Provide training and coaching for the team to increase adoption of Lean methods

4 Support the team Contracts should support (not thwart) a good team culture and adoption of Lean methods

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 23: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Summary

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 24: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Case Study Report

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More
Page 25: Why Projects Excel? The Business Case for Lean ConstructionLean Construction Institute. Common Project Myths… 1. Delivery matters less than choosing the right people – behaviors

copy Lean Construction Institute

Learn Morewwwleanconstructionorglearning

bull Order publications to assist you and your team on your Lean Journey wwwleanconstructionorgpublications

bull Connect with your local LCI Community of Practice wwwleanconstructionorglocal-communities

bull Access tools wwwleanconstructionorglearninggetting-started-with-lean

  • Slide Number 1
  • Does this sound familiar
  • The Business Case for Lean
  • Lean Construction Tenets
  • Industry Efficiency
  • Owner Satisfaction
  • Satisfaction
  • Research Overview
  • Satisfaction vs Value
  • Satisfaction vs Value
  • Importance of Team Cohesion
  • Build the Team
  • Key Stakeholders Selection Process
  • Support the Team
  • Learn as a Team
  • Lean Intensity Scoring
  • Succeed as a Team
  • IPD amp Lean
  • Slide Number 21
  • Common Project Mythshellip
  • Lean Usage amp Proficiency
  • Tactical Takeaways for Projects
  • Summary
  • Case Study Report
  • Learn More