Setting up a LEAN Job Order Contract.. OpenJOC, a LEAN Job Order Contract, provides an environment that efficiently supports core facilities management functions, including renovation, repair, maintenance, and minor new construction. The OpenJOC LEAN Job Order Contract includes all required tools, information (including locally researched line item cost data), workflows, documents, and services
Any organization that wants to contribute to the development and creativity of their internal staff as well as external service providers can reap significant benefits with an OpenJOC Job Order Contracting Program versus traditional construction services procurement and delivery, or even “run of the mill”, or less robust JOC Programs.
The key to an OpenJOC JOC Program is that is establishes the strategies and processes necessary to connect diverse people, skills, information types, and competencies to drive maximum resource utilization and focus uponn positive outcomes for all participants and stakeholders. While independent and objective, OpenJOC also provides a proven framework that integrates the traditionally sil0-based processes of owners and service providers. Properly setting up LEAN Job Order Contract and managing it properly typically results in approximately 90% of projects being delivered on-time and on-budget per client requirements.
Stakeholders include owners, occupiers and operators of the facility, all service providers, the local community, and representative agencies.
OpenJOC Job Order Contracting assures robust implementation of processes that mutually benefit all stakeholder interests. The multiple and unique experiences and competencies of participants are leveraged to drive optimal results. Limited in-house resources are used to the maximum extent possible.
The learnings obtained from the experiences of the team and co-creation of solutions are preserved within the transparent OpenJOC environment and supporting OpenJOC cloud technology.
Setting up a LEAN Job Order Contract helps participants achieve measurable gains in productivity, quality, responsiveness, and overall satisfaction.
| Traditional Design-Bid-Build | OpenJOC – Job Order Contracting | |
| Generally antagonistic as individual needs of owners and service providers tend to compete. | Concerns of all stakeholders are considered throughout the process – owners, building users, contractors, oversight groups… | |
| Generally rigid process, little interaction, few checks and balances. | A continuous/cyclical process, adaptable to changing needs/focus. Client and service provider needs and capabilities are fully considered and supported. | |
| A structure based upon separate areas of expertise or capabilities. Information is limited to silos with little opportunity for mutual benefit. Duplication of effort and waste is common. | Shared information process supported by common data environment, REQUIRED collaboration and information sharing (including financial transparency via a mutually agreed upon detailed line item unit price book, UPB). Co-learning, recommendation for improvement, and continuous improvement are not only encouraged, but rewarded | |
| Facilities users are considered as data sources at best. | Facilities users are actively involved as part of a requirements and acceptance process. Users viewed as valuable information sources and team members. | |
| The end result is typically rampant waste, brief owner/service partner relationships, and facility user dissatisfaction. | The result is acceptance of solutions based a detailed line item estimate complete with supporting notes, information, plans, etc. and generally 90%+ of projects completed on-time, on-budget, to everyone’s satisfaction. |
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Relationship Management: procurement-technical-management-building users-oversight groups
Cross-functional Teams & Systems Throughout Project Life-cycle
Targeted Value Statement to Each Participant/Stakeholder
Primary Orientation Towards Quality Outcomes
Discrete Process Supporting Long Term Relationships/Value