Infrastructure Needs
Leadership and Culture
Processes
Performance
Knowledge Management
Community and Social Responsibility
Learning LEAN construction can measurably improve facilities management outcomes.
LEAN planning, procurement, and project execution drives significantly improved repair, renovation, maintenance, sustainability, and new construction outcomes via adherence to an overarching methodology/approach with a focus upon collaboration, transparency, and mutually beneficial outcomes for all participants and outcomes.
Robust processes, tools, and ongoing training and support are readily available to any real property owner, builder, architect, engineer, or facilities user.
Consistent achievement of quality repair, renovation, and construction outcomes is not only possible, but the norm if LEAN processes are deployed and managed properly.
While the current AECOO sector is fragmented, with a misalignment of incentives, or lack of coordination, that spawns inefficient allocation of resources, adversely impacts quality, cost, and outcomes; eliminating waste from improving quality and reducing cost and making structures financially sustainable is well within reach. The solution lies with integrated delivery systems.
Integrated project delivery, IPD, and job order contracting, JOC, are two robust integrated delivery systems with a successful track record spanning decades. Unfortunately, both require owners with requisite levels of leadership and competency, and a relatively large change in how all actors conduct their daily activities. In addition to dedicated workflows and processes, LEAN integrated delivery requires… • Complete transparency; • Common date environments, including locally researched detailed unit price cost data as well as safety, quality, and performance standards and metrics • Open and honest consideration of the facts as they become known, but significantly earilier in a project life-cycle than the current norm; and • Initial and ongoing training.