When approached to run a “Lean Construction Project,” you may find yourself asking: what is Lean Construction? What will we, as a company, have to change in order to satisfy the needs of this client? How will I convince the subcontracted labor force to adopt these principles?
The definition of Lean Construction is hard to pin down. There are several sources that each have specific terminology, but it comes down to a few basic principles: elimination of waste, a culture of respect, and continuous improvement. With these ultimate goals in mind, Warfel has taken the initiative to adopt the following Lean principles in our projects:
- Last Planner System – Last Planner System is a collaborative method of creating and managing the project schedule. The cooperative input from the field forces performing the tasks is critical to this being successful. Monitoring of the work completed is a critical component, as “failing the schedule” suddenly becomes “failing your team.”
- Huddles – Small meetings where key players associated with a particular issue are gathered to collectively create a solution. This can be something as ordinary as the conflict between a light fixture and a sprinkler pipe. In this case, the electrician and plumber huddle up and find a solution to report back to the team.
- Big Room Meetings – these meetings are scheduled monthly, all members of the team are brought to one room to present ideas, discuss issues, and to monitor the progress of the project phase.
- Conditions of Satisfaction – This is one of my favorites. We all want to exceed the expectations of our clients. How can we succeed in that mission if we aren’t really sure what they want? Conditions of Satisfaction is simply a talking point that either the client, architect or builder can bring up, and document. This specifies how the success of the outcome will be gauged.
- GEMBA walks – “Gemba” is a Japanese term for workplace, or where the work is being performed. These are regularly scheduled walks of the construction site to harness the combined experience of the team to remove or eliminate the waste created by specific construction issues.
- Plus/Delta Feedback – Feedback, honestly and kindly delivered, in an effort to continuously improve. What was done well? What could be improved? Essentially, this tool is used to hold ourselves and our teammates accountable to continuous improvement.
- Team Building – None of the above initiatives can succeed without the implicit trust of each other, and the blunt honesty of all members of the team. All teammates must enter the Gemba Walks, Big Room, and Huddles on equal footing. Every member of the team is expected to openly share ideas, feedback, and suggestions without fear of reprisal. There is no rank. Everyone brings equal value to the project. Respect for one another is critical.
Lean Construction offers another method of planning, organizing and executing a project. While our current work is the first official Lean project for Warfel Construction, some of these principles are already familiar to our team. With the implementation of the Lean principles mentioned above, we’re confident that we will be able to meet our client’s Conditions of Satisfaction and eliminate waste, making room for a productive, more efficient job site.
