Lean Transformation


 

Resistance to Lean & Integrated Project Delivery Part II: Develop “Profound Knowledge” to Address the Root Causes of Resistance

In the first post of this series I argued that when stakeholders do not agree on the problem, they probably will not agree on the solution. The “problem” for which advances in Lean Construction are “solutions”, is the failure of the Architecture, Engineering and Construction (AEC) Industry to realize similar productivity gains achieved by other industries. Three root causes of this problem were suggested: a “Knowing” vs a “Learning Culture”, Lack of Strategic Leadership, and Inertia. In this second post suggestions to address the three root causes are offered.

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5 Key Ideas to Make Your Lean Implementation More Successful

As a trainer and consultant of Lean Construction, I have always been passionate about the human side of Lean. I have been observing the behaviour of people in a lot of companies regarding the cultural changes that comes with implementing Lean. Based on my own experiences, I have compiled 5 key ideas that make companies be more successful in implementing Lean.

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Enhancing A3 Problem Solving with Technology

A3 problem solving has been popularized by the Toyota Production System [1]. At its core an A3 is simply a standard sheet of paper that is 11” X 17”. Despite its simplicity, an A3 is a powerful tool for problem-solving and communicating complex ideas in a simple manner. In this blog post we will describe the benefits of applying A3s and how technology can enhance this tried and true method.

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How does Toyota do it?

As an entrepreneur, manufacturer, author, speaker, and consultant I love questions? When people ask questions I know what they're thinking. And if I know what they're thinking, I have the best opportunity to help them whether it be on the shop floor in my manufacturing plant or consulting with companies around the world.

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Building the “A” Team: Creating a Personal Connection with Onboarding in LPD

Two central tenets of Lean are “Respect for People” and “Removal of Waste“ wherever [1]. By not investing in learning about how each individual works on a project, we give up the opportunity for the project to go from ordinary to extraordinary and are overlooking major waste — the waste of human resources that can cost the project as much as schedule or material delays.

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Navigating Transformational Change

In my previous post (The Matter of Metrics) I postulated that having sufficient data is not enough to launch a transformational change. So what does trigger change? Some say a burning platform is needed. Where corporate viability is at stake this may be true. However, I suspect in a majority of cases organization leaders are blissfully unaware of a need to adopt Lean or do not view a change to a Lean approach as a priority. It is the fortunate company with a senior leader high enough in the food chain to communicate the burning platform that elevates Lean as a strategic priority. For the rest of us proponents of transformation I share lessons learned from my own journey.

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Building the “A” Team: Steps for an Effective Onboarding Process in LPD

“How teams work matters more than who is on them. There’s a myth we all carry inside our heads, we think we need superstars. Our research showed you can take a team of average performers and if you teach them to interact the right way they'll do things no superstar could ever accomplish.” Laszlo Boch, SVP People Operations, Google [7].

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The Matter of Metrics

When company leaders are confronted with the prospect of changing to a Lean Project Delivery approach they will undoubtedly say, “Show me the data.” The implication is that if the data is there to support the implementation of Lean then they will get behind the change. However, this is rarely the case as I will address later, so hold that thought to the end of this installment. Until then let’s assume that your senior executives DO get the Lean/IPD value proposition. Big assumption, but humor me for now.

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10 Easy Ways to Run a Lean Meeting

I try to apply “lean thinking” into all aspects of life, not just to work and certainly not just to construction projects (if you ever meet me in person, ask me to tell you how I manage my family’s weekly grocery list). When trying to inspire lean thinking in others, I encourage them to pick something that bugs them – it doesn’t matter what it is – and work their way backwards from there. The goal is to make life easier by reducing waste and/or add value; finding ways to simplify the process by speeding up or eliminating steps and handoffs wherever possible.

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The Human Factor in the Implementation of the Last Planner® System

The aim of this post is to describe, from experience in Argentina, the impact the Last Planner System (LPS) had on a group of responsible people involved in a project. Implementing the LPS raises different types of technical and human factor challenges. Regarding technical matters, LPS improves productivity, fulfills the terms of agreements between last planners, and reduces variability. Above all and most importantly, production is planned focusing on flow and value. In this post, we will approach the human factor challenges highlighting how correctly implementing the five elements of LPS - i.e. should; can; will; did; and learn - transforms a group of people in a work team.

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Owner Criteria for Lean Provider Selection

A popularly quoted and important concept is that "Lean Transformation is a journey, not a destination". At the 2016 International Congress on Lean Construction, people at all stages of the journey were on display: beginners, in-progress implementers, advanced practitioners, etc. How can an Owner distinguish between the levels of Lean and Integrated Project Delivery (IPD) experience when selecting AEC team members for a project? As an "ILPD" Coach, here are 5 questions that I recommend my clients to ask when selecting their Lean service providers.

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