GREAT DESIGN ENABLED BY LEAN… THERE IS A BETTER WAY!

How do design professionals improve client outcomes and maximize design excellence? Designers indicated these two factors were most valuable to them to achieve
higher project satisfaction. The Lean Construction Institute recently sponsored a study conducted by Dodge Data & Analytics to explore how and why projects excel.

HOW DID PROJECTS PERFORM? WHY DID PROJECTS EXCEL? HOW DO I START?
Dodge benchmarked “best” and “typical” projects* from 310 Dodge also inquired about application of Lean methods on The researchers suggest the following steps to improve
designers against key performance outcomes shown below. each project. The research found the following with the biggest your practice:
The sample represents projects using various delivery methods utilization gap between best and typical projects.
and contract types across the United States. 1. Set Targets: Select Lean methods that align with
Visioning workshop 33% 69% improvement needs of your practice and set measurable
% of Projects Achieving Outcome First run studies / physical mockups 33% 64% goals
Value, cost & schedule informs design (TVD)* 41% 71% 2. Build the Team: Identify Lean champions in your practice
60% 60%
52%
Collaborative review of risks & opportunities* 25% 52% and on project teams to validate targets for the project and
49%
Unified BIM coordination** 34% 60% unify the team
30% 26%
26%
17%
13% 13%
Current state observation & mapping 27% 53% 3. Learn as a Team: Provide Lean training, ongoing coaching
Design Excellence Award Winning Client Was a Positive Impact on Profit Margin
Early & rapid prototyping with users 22% 47% and empower teams to learn by doing
(High Rating 4/5) Project Strategic Partner Team Culture Above Average
(High Rating 4/5)
Co-location / big room 18% 43%
4. Support the Team: Celebrate performance and process
Typical Project Best Project
Project validation by diverse group* 32% 56% improvements and foster an environment of continuous
improvement
* Combined these represent major components of Target Value Delivery
** Design and construction BIM models used together for 3D coordination
% of Projects Achieving Outcome & clash detection WHAT DOES THIS MEAN FOR ME?
(Performance from initial involvement of architect)
While the research is focused on the project value proposition
Of the best projects Dodge found a statistically significant the benefits extend to the individual designers, design firms
Completed Completed
Ahead of Schedule Under Budget correlation between very high Lean intensity projects and and other service providers for the project; benefits include:
likelihood for better client outcomes and design excellence. • Leveling of workload (work/ life balance)
18% 21% Lean intensity refers to the extent a project used the Lean
methods studied, particularly those that are recognized as most • Increased employee engagement (productivity)
3% 8%
effective. • Improved utilization (profitability)
-26% % of Projects Achieving Outcome
-35%
HOW DO I LEARN MORE?
-38%
-42% 78%
For more information about the research, find a local Lean
Completed Completed
community or to advance your own Lean journey, please visit:
Behind Schedule Over Budget 53%

37% 36%
WWW.LEANCONSTRUCTION.ORG
33%
Typical Project Best Project

8% 7% 10%

Clients Schedule Budget Design Excellence

* Each project was completed in the last 5 years with Client was a strategic partner Final schedule was shorter Final construction cost was Opportunities for true
during the design and than the original schedule lower than original budget innovation; achieved a very
construction cost of at least $10M construction process high level of sustainability;
progressive aesthetics

Low Lean Intensity Very High Lean Intensity

October 13, 2017