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Multi-lean Systems: How to Use Them for Complex Construction Projects

Why is a large construction project handled differently than a small project such as a family home? The answer is simple: it is much more complex.

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Is COVID Construction’s Uber Moment?

In 2011 Uber launched in San Francisco, allowing users to hail a luxury car for 1.5 times the price of a taxi. It now has annual revenues in excess of $10Bn and has decimated the traditional taxi industry in many cities around the world.

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Lean Tools During Design & Preconstruction – IPD or Not

I wanted to start this blog post with the most important message I have for all those who read this – you don’t need to have an IPD project in order to successfully use lean tools during design and preconstruction!

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8 Misconceptions about Lean Construction

What are some misconceptions about Lean Construction that you would like to clear up? This is a question that I get a lot and knowing some of these misconceptions can save you years on your Lean Journey.

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Lean Processes that Drive Results

People commit to Lean because it promises results; organizations sustain that commitment. There is no Lean without Lean results: reduced waste; focused value, and streamlined flow. For those designing and constructing capital projects – there is no Lean without Project Delivery results.

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Lean.... let’s do life better!

This June I will be speaking at the Canadian Lean Conference in Winnipeg Canada. My subject will be “Lean is Simple.” It is centered on how I built a Lean culture with my team at FastCap and how thousands of other organizations around the world have done the same.

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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”.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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Lean from the Bottom Up – A Grass Roots Journey

Almost five years ago, our formal Lean journey began when a client asked us to facilitate a Lean transformation on a large, ongoing construction project. It was considered the largest Lean implementation of its kind. Our team, more than 200 of our salaried staff, a similar number of client management and roughly 1,200 craft personnel, began our Lean journey together at the midpoint of this project.

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The Business Case for Lean

Before I retired from Intel Corporation, I was often asked what data we used to select our contracting methodology or our project delivery approach. Like many large companies, too often we used a poor recent project as a reason to try yet another approach versus having a set of objective data from which to draw upon.

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Construction 4.1: The case for an urgent COVID 19 reboot of the construction industry

Construction of new infrastructure will be an important tool for governments around the world seeking to rebuild economies devastated by shutdowns in response to COVID 19. Every dollar spent on construction projects has a multiplier effect.

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A Practitioner’s Reflections on Lean Transformation

In 2015, and with 25 years of experience in Construction Management, I had grown increasingly frustrated with the traditional approach to construction management and project delivery, and the associated thinking and mindset that was holding the sector back.