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Industry Challenges

1
Opportunities for Improvement
Effort

Integrated Team
Participation

Traditional Team
Participation

25% 75%
Lifecycle

Time
cost

Strategy Design Construction Operation

Construction User Roundtable

2 2
Streamlining Project Delivery
Process Mapping
• Provides technical
understanding of the
relationship of tasks within
processes for the purpose
of automating tasks and
creating efficiency.
• Gives an understanding of
how lean culture and
technology can be used
generically to expedite
outcomes.
Process Re-engineering
• Examines the understanding of
the relationship and inter-related
nature of processes to each
other and how tasks within those
processes affect a larger
system.
• Allows of strategic thinking to
understand how business
outcomes are achieved and the
best way to implement lean
culture and technologies to
empower greater results with a
comprehensive system of
systems.
Process Re-Engineering

PROCESS RE-ENGINEERING

Owner Designers Constructors

Strategy

Culture

Process

Outcomes
Requirements for Success
Process Mapping
• Technical Understanding
of Tasks
• Directional Guidance
• Change Implementation
Process Engineering
• Understanding of Goals,
Objectives, Capabilities
and Capacity
• Consensus and
Engagement
• Change Leadership and
Management
What is Change Leadership?

Increasing acceptance through

focus and engagement
Engagement: Foundation of Trust
CHANGE LEADERSHIP: COLLABORATION DRIVING EXCEPTIONAL
OUTCOMES

Creating encouraging and empowering environments that foster trust,

consensus, team alignment and promote common goals that compel people to
participate at high levels of engagement, accountability and responsibility

RESULTS
COLLABORATION

Stakeholders
Constructors
Designers
Owners

TRUST
 Degrees of Control and Complexity

Amount of Management
Control of Outcome

Individuals Self-Contained Autonomous

Organizations Groups

Complexity of
Organization
Collaboration Defined
• Shared objectives
• Efficiently achieve results
• Harmonizing tasks
Coordination • Goal is static

• Acknowledgement of mutual benefit

• Effective and efficient based on
consultation and participation
• Means to an end based on gains and
Cooperation losses
• Goal is Static

• Deep analysis/problem solving

Relational

• High level of engagement

Collaboration • Intellectually agile
• Sense of belonging
• Dynamic process
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Barnes-Jewish St. Peters Hospital

 Phase One of a multi-phased expansion

 Aggressive schedule: Design to completion in 26
months
 Budget: $28,000,000
 73,000 SF, three-story addition (30% built over
operating clinical space)
 New inpatient pharmacy
 New inpatient rooms (18)
 Shelled space for additional 46 beds
 Shelled space for medical office growth
Barnes-Jewish St. Peters Hospital
Changes in Process

Procurement

Alignment

Transparency

Incentives

Scheduling

Reliability

Waste Reduction
Procurement

Participate Project
Differently Risk

Honest Team
Feedback Strength
Value
Based

13
Alignment

Study Action • Think Differently

Teams • Apply Learning

• Streamline Decisions
Core Group • Reinforce Team Strengths

Subcontractor • Develop Partnerships

Involvement • Increase Knowledge Base

Team Alignment and

Engagement 14
Transparency

Earned
Value
Management

Mock-ups
and 3D
Predictive Time and
Material
Design Controls

MBE/WBE
Program

15
Incentives
• GMPs • Peer Review
Capped
Exposure

Control Validation

Protection Measurable

• Specified • Actual T&M

Contingency Cost
Validated
Estimates

16
Scheduling
• Critical Subs Involve
Improved • Requested Commitments
Input

• Pull Scheduling
Pulled • Phase Planning
Workflow

• Six Week Pre-Planning

• Three Week “Make Ready”
Work
Planning • Weekly Work Plan

17
Reliability

PPC

Cost Improved Schedule

Variance Variance
Trust

Performance
Auditing

18
Waste Reductions
• Information
Models
Information
Conveyance • Mock-ups,
Option
Development

• Zero Punchlist
Quality Work
Transfer • Reliability

Removed
Waste
• Pre-Purchase
Supply
Chain Mgt Materials
• Project Logistics

Issue • Communication
Resolution Protocols
• Documentation 19
 Metrics

 Commitment Tracking
 - Field Labor
 - Management
 Earned Value Analysis
 - Verify T&M billing corresponds with work in
place (directionally correct project forecasting)
 Schedule
 - Sub-surface issues, strike, weather (64 days)
 - 25% faster than the peer review
 Savings
 - ~4.5% below GMP
 - ~75% Construction Contingency returned

20