The Lean Process Drives Big Win for GSA · The Lean Process Drives Big Win for GSA. Biography...
Transcript of The Lean Process Drives Big Win for GSA · The Lean Process Drives Big Win for GSA. Biography...
The Lean Process Drives Big Win for GSA
Biography Doctor Nathan Slauson
• 41 Years Construction Industry Experience
• Doctorate of Management Case Western Reserve University (Weatherhead School of Management)
• University of Phoenix Faculty Des Moines, Iowa Campus
• Journeyman Sheet Metal Worker
Overview
• Project Description
• Project Information
• Project Statistics
• Process
• Project Assumption
• Project Implementation Tools
• Results
Project DescriptionGSA Region 6 Project Des Moines, Iowa
Owner: Federal Government (GSA)
Project Governance: CMc (AT RISK)
Contract Type: Best Value
Special Conditions: 10 Story Occupied Building35 Foot Candles of Light Maintained
Building Temperatures Maintained (68 Degrees F Winter) (74 Degrees F Summer) No Storage on siteWorking Hours 5:30 PM to 6:00 AMClean for Office Working Conditions by 6:00 AM DailyFreight Elevator Size (8’x8’x10’)
Project Information
Project Statistics
VAV Boxes
• 132 Fan Powered VAV Boxes
• 702 Single Duct VAV Boxes
Project Statistics
• 4 Custom AHUs 75,000 CFM (18’x12’x45’)
• 2 Custom AHUs 11,000 CFM (11’x7’x 36’)
• 1 Custom AHU 8,500 CFM (8’x5.5’x10’)
• 1 Custom AHU 6,000 CFM (8’x5.5x 8’)
• 606,595 LBs of Duct including Spiral Pipe
• 21,995’ of Hot Water Piping and Fittings
• Cooling Tower System & Associated Pipe
• 44,327 Mechanical Piping Man-hours
• 86,747 Sheet Metal Man-hours including Fabrication
Process
Part 1: Determine the Right Project Goal Daily
• Review Production from Previous Night
• Review Problems from Previous Night
• Set Goals that Accelerated Project Performance
Process
Part 2: Create New Daily Plan
• New Plan Adjusts for Actual Production and Problems from Previous Night.
• Review Problems from Previous Night for Cause and Effect
• Adjust Material Delivery to Project Site based on Daily Plan Performance
Process
Part 3: Risk Analysis
• Review Daily Problems for Negative Tenant Impacts (8 Hours into Shift)
• Mitigate any Negative Tenant Impacts before End of Daily Shift.
Project Assumption
The Greater Good of the Project wouldBenefit all Participants and Stakeholders
Communication
• Daily Meeting with Facility Contractor and GSA 7:30 AM
• Production and Progress Reported (Enables GSA to Update Tenants of Project Progress)
• Problems Encountered and Mitigation Discussed in Detail
• Any Issues that May Irritate Tenants Reviewed with Team Daily
Decision Making
• Proactive Pre-Planning to eliminate Project Problems
• Decision Tree Methodology Utilized for Making Decisions
• Reviewed Project Decisions with Cost Benefit Analysis Process
• Any Decisions that May Irritate Tenants or Cause Project Delay Reviewed with Team Daily
Systematic Project Leadership
• Increased Team Knowledge
• Consist Process (Last Planner)
• Experimentation
• Action Orientation
• Team Integration
• Implemented Lessons Learnt as Project Progressed
Trust
• Team Collaboration
• Team Cooperation
• Reliable Reporting
• Can Do Attitude
• Attention to Details
Results
• Demolition and Installation Duration per Floor reduced from 28 Weeks to 14 Weeks to 12 Weeks to 10 Weeks with the Same Size Crew.
• AHU Demolition and Installation on 75,000 CFM AHUs went from 30 Days per Unit to 10 Days with the Same Size Crew.
Results
• Schedule Improvements (Project Completed Ahead of Schedule)
• Higher Quality Deliverable
• Minimal Tenant Disruption
• Acknowledgement of Superior Planning Process from GSA
• Accolades for Project Documentation
• Energy Saving above Initial GSA Expectations (Currently 22%)
• Increased Profitability for all Participants
Project Recognition
Linda Phillips Region 6 informs Project Team that Neal Smith Federal Building is Premier Region 6 Project for Cost Effectiveness, Quality, Schedule Performance and GSA Satisfaction.
The only GSA Project currently under Budget and Ahead of Schedule. Additional Building Projects Completed with Project Savings.
Questions ?