Every architecture, engineering, and construction management and/or facilities management school would benefit themselves and the AECOO industry by having LEAN Construction Institute. (AECOO = Architecture, Engineering, Construction ,Operations, Owner)
The only path towards improved renovation, repair, and new construction outcomes, on a consistent basis, is the implementation of LEAN collaborative construction delivery methodology.
Until Owners and Facilities Management improves their leadership skills and overall competency with respect to life-cycle management of the built environment, waste and low productivity will remain rampant in the construction sector.
Job Order Contracting, Integrated Project Delivery and other collaborative processes should be featured at the LEAN Construction Institute.
Collaborative LEAN construction delivery methods shared the following characteristics:
- Collaboration
- Mutual Respect & Trust
- Financial Transparency
- Owner Leadership without excessive management & control
- Shared Risk/Reward
- Best Value Procurement
- Common Standard Terms, Definitions, & Data Architectures (UNIFORMAT, MASTERFORMAT, OMNICLASS)
- Continuous Education, Training, & Improvement
- Key Performance Indicators (KPIs) / Audits
- Written Execution and/or Operations Manuals (Roles, Responsibilities, Deliverables, Workflows / Standardized Work Processes, Reporting Requirements…) as a Contractual Component
LEAN construction drives early and ongoing information sharing across multiple knowledge domains.
The systemic productivity problems associated to the AECOO sector are traceable to archaic, ad hoc, and antagonistic construction delivery methods…. all of which unfortunately have become part of our culture.
A primary focus upon education and change management is the only viable solution to reducing waste and improving productivity.. the the need for the LEAN Construction Institute.
Focus must shift from the prevalent “first cost mentality” to “life-cycle cost” planning. On average, only 20% of a built structures cost resides in initial construction. Procurement must shift from “lowest bidder” to “best value”.
Real property owners and facility managers must take on leadership roles in terms of stewardship of the built environment.
Collaboration must be mandated.
[1] LEAN CONSTRUCTION DEFINED
LEAN construction is the adaptation and application of processes from LEAN manufacturing. The latter is believed to have been was first implemented at Toyota Motor Company in Japan. The implementation, known as the Toyota Production System (TPS) was specific to Toyota and has since evolved in multiple forms of “LEAN philosophy”. LEAN is a collaborative business process with a focus upon team collaboration, early and ongoing information sharing, and continuous improvement. Minimizing waste, increasing value, and accepting input from all persons within an organization are the hallmarks of LEAN. LEAN, as a business process philosophy, has been successfully implemented via progressive construction delivery methods for over two decades (Integrated Project Delivery – IPD, and Job Order Contracting – JOC).
www.4BT.us – Independent, Objective, and Best-Value Job Order Contracting LEAN Construction Delivery Solutions.