Learn how to make more effective and efficient decisions using the Choosing By Advantages Decisionmaking process.
Decision-making is an essential function of every project and organization. Every day you make hundreds of decisions and the quality of your decisions will impact the quality of your business and life.
In this webinar, I will teach you skills to improve your decision-making process. The Choosing By Advantages (CBA) decisionmaking system has been proven to help projects, organizations, and individuals make higher quality decisions. Many projects and organizations that implement Lean Construction methods also utilize CBA to make more collaborative and transparent decisions.
As COVID-19 continues to introduce uncertainty into the world, don’t forget that you have lean principles and techniques that can help you introduce and maintain order and structure in your projects and your personal lives.
Help your projects and yourself stay focused on continuous improvement despite the disruptions at work and at home! Successful lean projects achieve outstanding project results in schedule, cost, and quality because project teams prioritize being reliable in keeping promises, achieving continuous work flow, and learning to see and remove waste to ensure value generation by all work activities.
In this Webinar we will explore WHY we need to experiment with new ways to get work done. Virtual Big Rooms are an effective means for training, on boarding, coordinating work, holding people accountable to deliver on promises and improving work flow. We will take you on a journey and show you what we have learned.
We all know that lean is based on building trust, collaborating and relationships. When backed in a corner we do the best we can with what we’ve got and discover that by experimenting we can establish effective the Virtual Relationships needed to work in a spirit of trust and collaboration to get the right work done.
A firm’s adoption of Lean concepts typically initiates at the top of the org chart, via the executive leadership team’s buy-in, and then filters down into the field where the front-line practitioners do the tangible work of construction. In the face of pressing project deadlines and heavily competing priorities, this information can feel intimidating, overwhelming, and easy to ignore in favor of what’s already known and comfortable. Often, the value of Lean practices are inarticulately or ineffectively conveyed, and superintendents can find it difficult to connect the dots from academic, theoretical Lean philosophies to the immediate relevancy in their daily work. These factors, and others, hamstring the beneficial implementation of Lean processes in the field.Keyan Zandy & Joe Donarumo Sign Up
The purpose of this webinar is to help participants realise that construction is broken in many, many ways that go right to the heart of the way the sector is organised — they include inadequacies in structural, legal, financial, organizational and behavioural aspects of the sector. A good way to address this range of causes is to improve quality.
To improve quality in construction it is first necessary to understand what is broken and then decide where to begin the improvement process.
When you hear the term ‘Big Room’, what image does that conjure up? Are you thinking a large, open space where a big group of people can congregate? Within the realm of Lean Project Delivery, at the very basic level, you would be correct. The Big Room is a space where the project team can meet to bring the project design to life through Target Value Delivery and create a plan to deliver the project with the Last Planner System®.
However, the purpose of the Big Room goes well beyond that of being a meeting place. It is a place where teams are formed, expected behaviors are defined, and conditions of satisfaction are what drives collaborative decision making.
In this webinar, I will talk about understanding and interpreting a deeper meaning of Kaizen. To change Kaizen from a production mindset to a learning mindset. How leaders can use Kaizen to support and develop a culture of continuous improvement. How to make these changes meaningful, lasting, and sustainable.Brian Winningham Sign Up
Takt Time Planning is a powerful Lean Construction method for production planning and control. Using Takt Time, construction teams are able to more efficiently plan their work and execute it. Teams that applied Takt Time have been able to significantly reduce the project duration while increasing the quality of the finished work. Furthermore, they were able to more accurately forecast schedule and labor demands leading to more efficient labor utilization and labor productivity. This webinar will present Takt Time Planning for beginners.Bruce Cousins Sign Up
Target Value Delivery is a Lean Construction method that helps project teams deliver projects within cost and stakeholder value. Rather than seeing cost as an output of the design phase, the cost is seen as a design constraint. With TVD, the project team works collaboratively to steer the project cost towards the target cost.
Research in TVD has shown that teams that applied TVD have been able to deliver projects that are 15% below market price while being able to maintain aggressive schedule and scope requirements.
Is an activity value-added, or non-value-added? That’s a fundamental Lean Thinking perspective and a key question at every level of an organization. We now know that the best Lean projects foster deeply collaborative work environments. But where does “collaboration” (literally defined as co-laboring, i.e., working together) actually take place?
This webinar will identify the single most important root cause of non-value-added meeting time and introduce participants to one of “The Five Keys for Collaboration” – Effective Meeting Management. How you plan and manage meetings, identify and engage stakeholders, solve cross-disciplinary problems, make collaborative decisions and create a collaborative workspace/culture can make or break any Lean Transformation effort. You will leave the webinar with several tools that can help you eliminate the least effective 25% of your meeting time, or transform it into highly productive interaction.
This webinar presents knowledge about how enthusiasm for lean can be methodically generated within project teams working in the building design and construction industry.
For many lean leaders and coaches a primary concern is obtaining the full engagement of everyone on a project team in lean practices. Despite best efforts at directing people toward lean behaviors universal lean buy-in is hard to achieve. That is because the traditional way of implementing lean practices fails to tap the holistic aspects of lean as it was developed at Toyota Motor Corporation. Lean is not so much a set of management principles, an operations strategy, or work methodology as it is a very human story from which observers have developed management principles, operations strategies and work methodologies.
The Simple Framework model was created to explain why integrating project delivery is the best strategy for consistently delivering high performing buildings. Attendees will walk with Dean along the path to answer the questions owners, designers and contractors face on every project.
1. What is a valuable, high performing building?
2. How to manage interdependencies within the human network required to design and build high performing buildings within time and money constraints?
3. How do Lean thinking and practices fit into the Simple Framework?
4. How to integrate the project organization?
5. Why and how to leverage BIM and technology?
6. Why is an agreement and commitment to integrate so important?
7. How can individuals, projects and organizations start to apply the Simple Framework?
The two pillars of lean are continual improvement and respect for people. This webinar provides an intense focus on the concept of emotional intelligence and how it relates to last planner. Here, Brent examines this concept’s importance, how it is measured, how it can be improved, and the powerful results it has on the pull planning, successful projects and your company’s bottom line. Enlightening and entertaining, this program shows how to incorporate emotional intelligence into your pull planning process.Brent Darnell Sign Up
Lean Construction (LC) is becoming more popular worldwide as the architect, engineering, and construction industry aims to improve productivity and reduce cost. As more and more companies start their lean journey, the one question that arises is how advance is your lean journey relative to their peers and relative to what is possible. The Lean Maturity model was developed through scientific research of Lean Construction organizations. The aim of this model is to help you understand how far you are along your lean journey. Different Lean tools and processes are more effective at different stages of your lean maturity. By understanding the lean maturity model and where your organization's lean journey lies along it, you can maximize the benefits of your lean implementation. This model also gives you a roadmap and a vision of where your lean journey can be.Claus Nesensohn Sign Up
What makes LPS take hold with some teams and not others? How can a team recognize the benefits of LPS? How do teams adapt LPS to meet their needs? How does a team avoid LPS becoming extra work?
The answer is, begin with the end in mind and understand the cause and effect relationships that drive project processes. LPS is a system of integrated conversations that was designed based on process laws, pull as a process management method and continuous improvement. The three process laws, which for simplicity we will call the law of batching, the law of bottlenecks and the law of variation, explain the cause and effect relationships between how we manage a project and the results we get. Understanding these laws explains why the goal of LPS is reliable workflow, how pull methods of management support that goal, and how that goal connects to project success.
What is pull planning? Why do some teams succeed in harnessing the potential of their team and others merely scratch the surface? What are some hard and fast rules to conducting a successful session and what things can you improvise to suit your specific project and team’s needs?
Attend this webinar to learn about the best practices in running a pulling planning session. See how you can be efficient and effective with your pull planning activities.
This webinar provides a brief introduction of the Last Planner, and then explores the history of its invention and development. It includes the stories about how Glenn Ballard, Greg Howell and influences from other people developed the Last Planner not into simply a lean tool, but more so the foundation for a new theory of project management consistent with lean principles.
In addition to describing the history of the Last Planner, this webinar will also explain why certain practices were integrated into the system, and why it must be applied as a system. Understanding the thinking that went into the Last Planner will enhance your application of it with your project teams.
How do project teams manage all the aspects of Lean system and culture to achieve reliability in cost, schedule and value performance?
Attend this webinar to learn the answer, along with practical recommendations on how to quickstart your Lean journey. Your instructor – Sam Spata, AIA – brings an executive architect’s perspective to Lean project delivery. Using his unique framework, The Lean Progression © , you will learn the interplay of Lean system, culture and results. Organized on 5 levels, The Lean Progression © integrates Lean theory, vision, processes, tools and habits.
It is often said that once a person begins to understand Lean Principles, they will never look at the world the same way again. Lean provides a new perspective, like looking at our work and the world around us through a new set of Lean Lenses.
This webinar is based on an “Introduction to Lean Construction, Seeing the World Through Lean Lenses” workshop originally developed to onboard new members of the Northern California LCI Community of Practice.
Traditionally we have relied on anecdotal evidence to suggest how Lean project teams typically deliver better project outcomes. Empirical evidence now shows that projects with high Lean intensity are three times more likely to complete ahead of schedule and two times more likely to complete under budget. How and why Lean and IPD projects are excelling were explored through two separate Lean Construction Institute research efforts conducted by Dodge Data & Analytics and University of Minnesota.
John Pemberton, Intel’s former VP of Technology and Manufacturing, recently oversaw domestic and international projects as Intel’s Global Construction Group General Manager. John also led the technology transfer and ramp of new products. After 34 years with Intel, he is retired and now a sought-out champion for Lean and collaborative delivery approaches.
Many implementations of Last Planner® System on projects striving to implement lean construction still fail to achieve even a fraction of the gains we have seen on projects some would consider ‘best in class’ from a lean perspective. Part of the challenge is that LPS is being incorporated into more traditionally subcontracted projects, thereby missing the cooperative benefits we would expect from an IPD agreement; however, another contributing factor is our approach to the actual production management aspect – or rather production control as is still the more common approach.Christian Pikel Sign Up