going integrated on hard bid work at uc davis panel 14 - bowman.pdf · © lean construction...
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Going Integrated on Hard Bid Work at UC Davis
OCTOBER 18, 2017
Angela Bowman, The Boldt CompanyPaul Tate, The Boldt CompanyPat Derickson, Stafford King Wiese Architects
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GoingIntegratedonHardBidWorkatUCDavis
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• Project description• How we used Lean tools in design
and field• What did we achieve and was it worth it?• Questions
“Teamwork is the ability to work
together toward a common vision. The
ability to direct individual
accomplishments toward organizational
objectives. It is the fuel that allows
common people to attain uncommon
results.” – Andrew Carnegie
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Project – UCD Tercero Dining Commons
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• Hard-bid Bridging Design-Build Project• Upgrade of MEP systems including air handlers, heat exchangers
• Renovation of lounge space to student dining, mechanical room and loading dock• Installation of new stair for roof access, Structural upgrades and Install of fall protection
• Received Lounge Space March 2016 and Remaining Scope Received 1st Week in June• Project MUST BE complete by September 16, 2016
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Using Lean Tools in Design
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• Early engagement prior to proposal submission
• Utilized a weekly work plan where all the design tasks were tracked and we held a daily 15-minute call-in meeting
• Established total transparency with owner and team as it related to budget and schedule, and communicated this information clearly and repeatedly
• Tightly coupled design with constructability through Built-in Quality (BiQ)
• 3D model review with users
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Using Lean Tools in the Field
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• Pull planning sessions to plan the work and work in the added scope
• 15 minute Daily huddles with the trades
• Constraint identification and removal• Daily meetings and walks with the
project team• Safety Task Analysis (STA) completed
prior to start of any work• Co-Located Field Office
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TheGood,TheBadandTheUgly
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The Good:• Planning allowed the client to add scope
and still meet their drop-dead date• Built a culture of trust• Transparency
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TheGood,TheBadandTheUgly
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The Bad:• Did not get 100 percent commitment from the trades• Did not follow the plan the entire time• Lean tools/principles were new to the majority of trades
The Ugly:• Some trades were not completely transparent about issues they
were facing• Blame game
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Before and After Photos
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Before and After Photos
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WasitWorthit?
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• Team was able to incorporate 47 owner-driven scope changes within the drop-dead date
• Lean tools and principles can be used in some way no matter the original delivery method
• The learning curve can be high, so be patient• YES!!!
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Questions?
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