Safety: A Lean Transformation

Lean Construction Institute Congress October 11, 2012

Commitment to Safety

Building Lean at Gilbane

IMPROVING VALUE TO CLIENTS

Collaborative project delivery

Efficient operations

• Maximum value; minimum waste

Lean Thinking

• Why do we do that? How can we improve

4th & 5th generation, family-owned

and managed for 139 years

Over 2,400 employees

Over $3 Billion annual volume

60% of our work is for repeat clients

Our #1Ranked Value in Client Satisfaction

Surveys is Integrity

#5 CM at Risk Builder in U.S.

(Engineering News Record)

Company Background

4

CORE VALUES Integrity

Tough-mindedness

Teamwork

Dedication to Excellence

Loyalty

Discipline

Our Culture

CONTINUOUS IMPROVEMENT CULTURE

Voice of the Customer - client feedback system

dates to 1987

TQM, leading to Operations Manuals and

process definition 1980s

Gilbane University - 11 years of formal

employee development

Lessons Learned database for knowledge

sharing

Companywide Peer Groups by job function

Our Culture - Safety

SAFETY - 2007

Safety requirements on our projects had been

above and beyond OSHA for over a decade

We had won Construction Users Roundtable’s

(CURT) Construction Industry Safety

Excellence Award

Lost time and recordable incident rates well

below Bureau of Labor Statistics’ national

averages

Creating Gilbane Cares Culture

STARTED WITH LEADERSHIP

IIF engagement

IIF Leadership team

CEO Forum

A set of rules

From To

Cultural, behavioral

Personal responsibility

Gilbane Cares Moment

Dialogue

What Why

It's his job It's everyone's job;

we do it because

care about each

other

List of things in a

book to read before

starting work

Discussion and

engagement on a

task before work

starts, proactive

STAs

Communicating The Culture

Intranet splash page feature stories

Chairman’s ‘Brown bags’ meetings

Social media

‘People First’ ‘blog’

‘Gilbane Cares’ ‘blog’

Safety Alerts

Peer groups

‘Gilbane Cares’ Moments in meetings

Gilbane cares Leadership teams

Annual Safety Week

Office Visitors Safety orientations

Leadership and Engagement

Safety Outcomes

80% Projects - Zero Recordable injuries

93% Projects - Zero Lost Time injuries

6 ‘Life saves’

7 projects achieved 1 Million Safe hours

2 projects 2 Million safe hours

1 project 3 Million safe hours

Over 30% reduction in Recordable and Lost

Time incidents

• Won CURT CISE award two more times

• Won AGC CSEA Safety Award

What’s Next

WHAT’S NEXT

Safety Summit

Translate best safety practices from

other industries to construction

Drive leadership engagement further

Pull safety planning further into

design phase

Convergence

• Safe work = higher quality work

= more reliable schedules

= more reliable budgets

From Culture to Behavior

PLANNING: USE LEAN TOOLS

AND PROCESSES

To remove man-hours from the site

and to make the onsite man-hours

safer and more efficient

To better plan and understand

logistics and site utilization

RECENT LAB PROJECT – THE CHALLENGES:

Client needs:

Quality: do it right, no punchlist

Schedule: hypertrack, need to create reliability

Safety: think differently

Cost: create reliability

HOW?

IMPROVING VALUE TO CLIENTS

Collaborative project delivery

Efficient operations

• Maximum value; minimum waste

Lean Thinking

• Why do we do that? How can we improve

Think differently – change in philosophy

• Invest in Planning and Verification

• Collaborate with Entire Team

• New Concepts

• Trade Contractor Qualifications

Beam Penetrations

Installation

2,000

Installation

Coil Paks

Soldered Joints

2,400

The Gripple

1,350

Coil Connections

480

Lab Bench

Lab Racks

Pre-Fabrication

Mechanical Room

Engineered Sleeves

AHU Installation

Duct Installation

447,000

Outcomes

$40M

150

$3,000

1

10

0

Optimizing the whole

Client advocacy

Industry migration

What Else is Happening?

Commitment to Safety