skanska’s lean journey · skanska usa building’s lean journey presented by: joe breen, senior...
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Lean Construction Institute
Skanska’s Lean Journey
October 14, 2015
1Lean Construction Institute
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Skanska USA Building’s Lean Journey
Presented by:
Joe Breen, Senior Vice President – Project Executive, Boston Office
Kevin McCain, Vice President/Account Manager, Seattle Office
Carmen Jordan, Regional Lean Director, Seattle Office
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Who is Skanska?
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Recognizing the Opportunity
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Why Lean?
− Values alignment*: − Long-term philosophy − Bring problems to the surface − Quality right the first time − Employee empowerment − Grow leaders who thoroughly understand the work − Develop exceptional people − Continuous improvement (kaizen)
*taken from Toyota’s 14 Management Principles
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Limited Duration Team (LDT) Assignment
− Problem Statement
− Team − Co-Chief Operating Officer − Account Manager − Business Development − Preconstruction Director − Project Controls − Project Executive − Project Manager
− Summer 2014 10/14/2015 6
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What We Found
− Insert.
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Common Vocabulary
− “Internal” Lean − Lean Construction: as it relates to operations
within our organization and/or directly under our control
− “External” Lean − Lean Construction: a collaborative environment
structured around a multi-party agreement, IPD-light, collaborative working agreement, etc.
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Our office’s journey began 4 years ago with VMI’s Advanced Lean Training
Seattle Office – Isolated Initiative
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Getting Organized Seattle Strategic Imperative in 2012 − Establishing a Lean Culture
is a business imperative: − Buy-in at a senior level − Training our people − Implementing Lean to
streamline internal processes − Lean Committee − Regional Lean Director
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Internal Lean Seattle Office − Rapid Process Improvement Workshops
(RPIW’s) − Management commitment − Diverse participation − Immediate implementation (PDSA)
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− Job start-up − Reduced lead time from 31 days to 3 days
− Labor work packaging − Reduced lead time from 54 days to 3 days
− Request for Proposals − Quality-based RPIW − 78% hit rate since implementation
RPIW’s Seattle Office
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National RPIW’s
− Long-Term Forecasting Process − Time savings through
reduction in double-entry − More focused, higher
quality discussions
− Subcontractor Prequalification − Reducing project risk − Enhance programs we are
already using
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External Lean – Stone34 Seattle Office
− Lean Pilot Project for the Seattle Office
− 12 Established Guiding Practices (selected) − Last Planner System − Removing road blocks − Prefabrication − Quality management
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− Continuous improvement / lessons learned
− BIM − Paperless jobsite
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External Lean – Stone34 Seattle Office
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Seattle Office – looking ahead
− Share best practices with other offices
− Continue with success of RPIW’s
− Work with customers to increase Lean awareness
− Give it a try!
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Boston Office – Isolated Initiative
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− Intermittent LCI participation
− Novartis: colocation, off-site prefab, design assist
− Education First: design-build, design assist, collaborative “IPD Light” team
− Awareness and participation in workflow mapping with healthcare clients
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Getting Organized Boston Office − National Limited Duration Team awareness
− Communication with the Seattle office
− Advice on how to start the journey, lessons learned and successes.
− Participation in AGC training.
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Implementation Boston Office
− Senior management team discussions and full commitment
− Appointed executive sponsor and champion
− Commitment to implement Lean methodologies on Skanska Commercial Development projects
− Senior executive and staff training – 14 week program
− Senior staff charged with encouraging engagement
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Execution Boston Office − Establishment of Boston Lean Leadership Committee
− Roll out Lean SharePoint site as office wide resource
− Establish office mission statement and behavioral expectations
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Execution (continued) Boston Office − Industry outreach and knowledge sharing
− Rapid Process Improvement Workshops/Workflow Mapping
− Engage Project Service Groups to help set business goals
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What’s next for Skanska USA Building? − Sharing Rapid Process Improvement Workshop
(RPIW) results
− Sharing the Lean culture
− Integrating into 5 year business plan strategy
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Challenges
− Flavor of the month?
− Are we there yet? It’s a journey, not a sprint!
− Implementing tools versus changing a culture
− Show me the money
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Conclusions
1. Pushing from the bottom can change the discussion at the top
2. You need to prove something works on a smaller scale before taking the leap company-wide
3. Get outside help, you can’t do it all on your own
4. Buy-in is essential, at any level
5. Join forces with other teams, offices, etc.
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Q A & 26 10/14/2015
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Glossary of terms
− 3P – Production, Preparation, Process – A method to achieve a breakthrough or transformation changes in the production process.
− 5S - Sort, Simplify, Sweep, Standardize, Self-Discipline: A visually-oriented system for organizing the workplace to minimize the waste of time.
− Limited Duration Team (LDT) – A team of employees established for the purpose of accomplishing a strategic business assignment during a limited time frame.
− Rapid Process Improvement Workshop (RPIW) - A five day workshop focused on a particular process in which people who do the work are empowered to eliminate waste and reduce the burden of work.
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