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Flow in construction can be divided to process flow, operations flow and portfolio flow (Sacks, 2016). Various metrics have been proposed to measure flow but they are typically based on completing assigned or promised tasks.
The construction industry is an interesting animal. I say that, not just as an observer, but as someone who has been involved with construction my entire life. I started off building guitars for Taylor Guitars, then, I went on to restore beautiful homes in Pasadena, California. Following this, I opened up my own general contracting business where I did a lot of restoration work and remodelling.
My Lean thinking has gradually evolved since beginning my journey in 2000. You'd think I’d have figured it all out by now, right?... Not a chance. I was recently asked a very good question: What would you do differently if you had all the Lean knowledge and experience you have today?1 Below are 10 thoughts to this question.
Change in an organization is inevitable and necessary. This shouldn’t be earth-shattering to anyone. The people, processes, space and technology must constantly evolve. When we are satisfied with being on a plateau inescapably something will disrupt our steady movement and change the course.
The construction industry remains one of the most hazardous industries in the United States in terms of the number of occupational fatal and non-fatal injuries. In 2014, 874 fatal work-related injuries were reported in the U.S. construction industry.
When we are talking about Lean, we are talking about continuous improvement. Continuous improvement requires a system, process, organizational structure, and cultural change. It is necessary that involved parties understand the change process in order to initiate change.
Practically, the terms cooperation and collaboration are interpreted differently or used synonymously. Using the terms interchangeable to express “working together” can result in misunderstandings between project participants as the concepts behind cooperation and collaboration are different.
Our team was stuck as if we’d been walking through cartoon quicksand. We were individual high performers, but for some reason, our IPD team could not get on the same page when it came to the project schedule.