{"id":891328,"date":"2016-11-18T11:46:40","date_gmt":"2016-11-18T18:46:40","guid":{"rendered":"https:\/\/www.myconstructionexpert.com\/blog\/?p=891328"},"modified":"2016-11-18T12:11:59","modified_gmt":"2016-11-18T19:11:59","slug":"what-every-construction-attorney-needs-to-know-about-lean-construction","status":"publish","type":"post","link":"https:\/\/www.myconstructionexpert.com\/blog\/what-every-construction-attorney-needs-to-know-about-lean-construction\/","title":{"rendered":"What Every Construction Attorney Needs to Know About Lean Construction"},"content":{"rendered":"

Janette Keiser | Keiser Group<\/a> | November 11, 2016<\/p>\n

1. What is Lean Construction?<\/strong><\/p>\n

Lean Construction is about adding value to your customer through the elimination of waste and continuous improvement of your business operations. Routinely, projects are late, over-budget or fail in some way to satisfy the client. The application of Lean Construction principles changes this. Projects using Lean Construction principles are completed on time, at budget and fully satisfy the client. Projects using Lean Construction are more profitable than projects where traditional methods are used.<\/p>\n

Lean Construction was developed through the best thinking of several 20th century thought leaders and industrial practitioners, including:<\/p>\n

a. Henry Ford, the father of the modern assembly line. Mr. Ford develop a production \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0assembly process that enabled his factory to systematically produce automobiles \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0faster than what was being done in craft plants where cars were made one-by-one.<\/p>\n

b. Mr. Taiichi Ohno, who took the Ford assembly line processes back to Japan and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0made them even more efficient by developing processes to eliminate waste, such as \u00a0 \u00a0 \u00a0 \u00a0 \u00a0the 5S program and application of continuous improvement processes.<\/p>\n

c. Dr. William Edwards Deming who developed Total Quality Management processes \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0into an international movement.<\/p>\n

d. Dr. Glenn Ballard and Gregg Howell, PE, MSCE, two university professors and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0construction industry practitioners, who invented the Last Planner System\u2122, which \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0evolved traditional critical path network methods into practical applications for \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0planning and monitoring field construction work.<\/p>\n

2. Why do we need Lean Construction?<\/strong><\/p>\n

There are a variety of reasons why traditional construction processes need to be improved with the application of Lean Construction processes. First, traditional construction processes breed waste.1 For example, in traditional manufacturing, the work flow includes:<\/p>\n

\uf0b7 Value-added activities 62%<\/p>\n

\uf0b7 Support activities 12%<\/p>\n

\uf0b7 Waste 26%<\/p>\n

Only a little over half of the efforts involved in traditional manufacturing procuresses constitute value! The situation is even worse in traditional construction processes where the work flow includes:<\/p>\n

\uf0b7 Value-added activities 10%<\/p>\n

\uf0b7 Support activities 33%<\/p>\n

\uf0b7 Waste 57%<\/p>\n

Clearly, the construction industry needs to improve its operations to reduce waste and increase the value it brings to its work.<\/p>\n

Second, traditional organizations have experienced a decrease in productivity over a period of forty years. In the United States from 1964 to 2003, non-farm labor productivity in the United States increased by more than double whereas construction productivity for the same time period decreased by at least 25%2 (computed by comparing a constant value of contracts with the number of work hours of hourly workers).<\/p>\n

Third, traditional contract methods threaten quality. We see examples of this in every segment of the construction industry. For example:<\/p>\n

\uf0b7 In 2010, a highway project built by the Washington Department of Transportation \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0experienced over $800,000 of waste when an east ramp and a west ramp, which \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0were supposed to meet and be joined into one continuous alignment, were off by 16 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0feet.<\/p>\n

\uf0b7 Also in 2010, a project involving the construction of piers for a new bridge \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0experienced $1.5 to $2 million of waste when the construction team discovered one \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0of the new bridge piers would be driven directly into a major sewer line if the pier was \u00a0 \u00a0 \u00a0 \u00a0 \u00a0installed as designed. The manholes for this sewer were visible on the surface and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0the sewer line was shown on the as-builts. Despite these facts, the discrepancy was \u00a0 \u00a0 \u00a0 \u00a0 \u00a0not discovered until construction had already commenced.<\/p>\n

\uf0b7 In 2001, a 27-story office, retail and condominium building was constructed in \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 downtown Seattle at the cost of $32 million. Less than ten years later, the City \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 officials and building owner determine that the building\u2019s structural capacity has been \u00a0 \u00a0 \u00a0 \u00a0 compromised by the improper application of the spray-on fireproofing. The city \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 building department ordered the building to be demolished, a $32 million waste, not \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 including the additional millions of dollars wasted by demolition costs, attorney fees, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 lost rents, lost opportunity and damages paid to building tenants who had leased \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 space on the retail and residential floors.<\/p>\n

Fourth, traditional contracts defy commercial reality. It is a fact of commercial reality that a party to a contract only performs well when it is in her best interests to do so. Most contracts use a system of risk allocation where one party or the other bears the burden of a risk. Typically, if any of the risks actually\u00a0happen, the party to whom the risk was allocated pays the costs and if the party doesn\u2019t have the financial wherewithal to weather this storm, the viability of the entire company could be put at risk. Clearly, a system that mitigates this risk would offer value to the industry.<\/p>\n

Next, competition in this economy is stiff, often cut-throat. Not only are there more bidders now than ever because there are fewer jobs to bid on, but there are new players in every construction market segments. For example, legions of residential contractors moved from the vanished residential market to the public works market. Contractors are taking bidding on jobs at cost or even below cost, to get a job. This makes it hard for a hard-working company to compete fairly to get jobs and to make a profit on jobs that it does win.<\/p>\n

Next, the work force is shifting. The traditional labor force is aging out and a new generation of construction workers is moving in. This creates personnel issues. On one hand, the younger workers have different expectations of their work environment. On the other hand, there are more and more workers for whom English is a second language. Managing this diverse work force is challenging under any conditions.<\/p>\n

Further, today\u2019s construction projects are more and more complicated. New technology and new tools are being developed and utilized to keep up with the increasing architectural and engineering complexity of today\u2019s construction projects. For example, it is now common place to utilize Building Information Modeling (\u201cBIM\u201d) technology to lay out mechanical systems in vertical construction. Often, this is the only way the builders can be sure that all the systems will fit into a given space. Plus, there is an increased attention on safety and environmental compliance. These issues are governed by a complex net of local, state and federal rules and regulations. Projects are frequently multi-jurisdictional these days, either because they are so large in scope or cover such a large geographical area that no one agency can pay for or manage the project. Finally, the sheer urban density of many of today\u2019s projects makes them more complicated as they have to work around existing infrastructure and development.<\/p>\n

For all these reasons, we need Lean Construction to eliminate waste and enable us to build projects more cost effectively, more safely and more efficiently.<\/p>\n

3. What are the benefits of Lean Construction?<\/strong><\/p>\n

The best way to appreciate the benefits of Lean Construction is to look at case studies where the principles have actually been used. A classic example involves two buildings constructed by Baker Concrete Construction (\u201cBaker\u201d)3. Baker introduced Lean Construction principles into the company by training a number of project managers and superintendents in Lean methods and referring to this team as a \u201cSpecial Forces\u201d team that would be employed on designated projects. As it happened, Baker got the perfect opportunity to demonstrate the effectiveness of Lean methods. It was issued a contract to design and build a building using pre-cast panels and a high degree of mechanical and electrical work. It did not employ Lean methods on that building. A few months later, the owner awarded Baker another\u00a0contract for an identical building adjacent to the first one. Baker dispatched a project manager and superintendent who had been trained as part of the Special Forces team.<\/p>\n

This team started employing Lean Construction methods into its project and continued using the methods until the project was completed. Then, Baker compared the metrics of the building upon which Lean methods had been employed with the metrics of the building which did not use Lean methods. The contrast was remarkable. The building that used Lean principles achieved:<\/p>\n

\uf0b7 67% increase in safety performance;<\/p>\n

\uf0b7 19% lower duration to complete the project;<\/p>\n

\uf0b7 12% higher productivity;<\/p>\n

\uf0b7 28% lower job costs; and<\/p>\n

\uf0b7 68% reduced overtime at the end of the job to finish up the punch list and complete \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0re-work.<\/p>\n

These accomplishments are significant! They are clearly enough to make the difference between a profitable job and an unprofitable job. Over time, they can clearly make the difference between keeping a construction company in the black and seeing it go into the red.<\/p>\n

4. What are the Basic Concepts of Lean Construction? <\/strong><\/p>\n

Lean Construction is more than a philosophy or a state of mind; it is a system that utilizes specific processes, which increase value and reduce waste. Some of these processes have evolved from the manufacturing industry and some of them originated specifically within the construction industry. Either way, they have proven track records, whether used in combination or one at a time. Following is a brief description of the basic concepts which comprise Lean Construction and tools which can be used to implement each concept. Some of the methods are intuitive and some of them are not. The good news is that there is now a cottage industry of consultants who can provide training and coaching to help companies learn these tools. Many major construction companies have engaged consultants to get them started and then have developed in-house training programs.<\/p>\n

A. Waste vs. Value. The basic over-reaching principle of Lean Construction is to \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 eliminate waste and create value.<\/p>\n

What is waste? Taiichi Ohno identified the following distinct types of waste:<\/p>\n

i. Over production<\/p>\n

ii. Waiting<\/p>\n

iii. Inventory i<\/p>\n

v. Moving materials, tools and equipment from place to place. v. Hunting for stuff vi. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Re-work<\/p>\n

vii. Processing<\/p>\n

viii. Underutilized talent<\/p>\n

Each one of these acts, failures to act or circumstances creates waste, which \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 impedes the efficiency with which a project is build. Each one of these elements of \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 waste detracts from value and costs the project in time, money or effort.<\/p>\n

What is value? Value is what the customer looks for in a project or a transaction and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 it may not have anything to do with the effort it actually takes to build the project. For \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 example, in order to build a house, you have to order materials, wait for their \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 delivery and when they are delivered, incorporate them into the house\u2019s \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 construction. The owner is probably happy to pay for the actual incorporation, but \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 would be less than happy about paying for the time spent waiting for the de livery. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 The waiting does not add value. The customer does not want to pay for this. Smart \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 contractors will work hard to reduce the time spent waiting. Most projects have a lot \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 of this activity that does not add value, and instead constitutes waste.<\/p>\n

In order to adopt Lean Construction principles, companies must understand what \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 customers value and focus on those efforts. One tool, which can be used for \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 accomplishing this, is called Value Stream Mapping. It involves analyzing the steps \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 and information inputs that are required to deliver a product so that delays, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 inefficiencies and other waste can be identified. This tool helps create process \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 improvement through the elimination of waste.<\/p>\n

A tool which can be used to identify waste is the simple process of taking a Gemba \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Walk. Gemba is the Japanese word for waste. A Gemba Walk is a deliberate walk \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 around the worksite to consciously look for waste \u2013 excess inventory here or \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 disorganized workstations there. Both constitute waste and are easy to correct.<\/p>\n

B. The 5 S Plan. Another basic concept of Lean Construction is the application of the 5 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 S plan to decrease waste and add value. The 5 S Plan, a development of Taiichi \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Ohno\u2019s, is a standardized methodology of organizing the workplace. It includes the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 following elements, which all start with the letter \u201cS\u201d:<\/p>\n

i. Sort \u2013 sort through a target area and sort through the stuff. Pull out anything that \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0you do not need there. If you aren\u2019t going to use it in the next 30 days, move it out \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0of the immediate work area.<\/p>\n

ii. Set in Order \u2013 have a place for everything and put everything in its place.<\/p>\n

iii. Shine \u2013 clean and inspect items. Look for safety hazards or anything that could \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0cause a breakdown and fix it. Everybody participates. Clean the jobsite. Keep \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0tools and equipment clean and prepped for use. Remove dunnage and crating \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0promptly.<\/p>\n

iv. Standardize \u2013 have guidelines, policies or rules. Follow the rules and enforce \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0them. Develop cleaning schedules and cleanliness standards to maintain the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0first 3 S\u2019s. Maximize prefab prior to placement in the batch area.<\/p>\n

v. Sustain \u2013 keep the effort going. Share lessons learned. Reward and recognize \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 successes. Review the workplace regularly. Make it a habit. Expect to \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 continually evolve and improve the system.<\/p>\n

\u00a0C. Work Flow.<\/strong> Another basic concept of Lean Construction is the concept of \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 continuous work flow. The concept of work flow is based the standard industrial \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 engineering principle, which provides that the reliability and predictability of an \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 operating or production system is more important than the speed at which the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 system operates in achieving productivity. For example, at Boeing, the airplane \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 production system once operated on a \u201cbatch\u201d basis. This meant that one fuselage \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 would come into the plant and would stay in one place while the assembly workers \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 put it together. This system allowed Boeing to produce one airplane every 30 days. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Then, Boeing reengineered its plant to more of a \u201cwork flow\u201d system. A fuselage \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 would come into the plant, be placed into a slowly moving line and as the fuselage \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u201cflowed\u201d down the line the assembly workers would install the necessary parts and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 equipment. The parts they needed would flow to the assembly site by material stock \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 workers as the assembly workers needed them.<\/p>\n

This \u201cwork flow\u201d system allowed Boeing to produce one airplane almost every day, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 a tremendous increase in productivity.<\/p>\n

This concept of \u201cwork flow\u201d can be translated to the construction industry through \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 effective scheduling and work planning. The increases in productivity can be just as \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 dramatic.<\/p>\n

D. Last Planner System\u2122<\/strong>. A tool which has been developed by Greg Howell4 and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Dr. Glenn Ballard 5to facilitate work flow on construction projects is the Last Planner \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 System\u2122. This is a scheduling system that goes beyond critical path methods and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 focuses on \u201cpull planning\u201d to establish the work flow. With \u201cpull planning\u201d all the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 stakeholders to a particular element of work are collected in a room to discuss how \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 their work will be coordinated. The \u201clast planner\u201d is the person responsible for the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 delivery of the end product. In the \u201cpull planning\u201d process, the last planner identifies \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 what efforts it needs from the other stakeholders, in order to deliver the end product. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 For example, if the end product is a finished kitchen, the last planner might be the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 cabinet installer. The cabinet installer would identify the predecessor activities that \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 must be completed before the cabinets can be installed. For instance, the sheetrock \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 must be done before the cabinets can be installed so the cabinet installer would \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 identify this work as a need. Then, the sheetrock installer would identify what it \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 needs before it can finish its work and so on. In this manner, a work schedule is \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 built in reverse, from end product to each predecessor activity, which must be \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 completed before the end product can be achieved, and where the people who will \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 be performing the work are integrated into the work plan process.<\/p>\n

This is markedly different from a traditional critical path scheduling process where \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 the prime contractor develops the schedule, often in isolation from the trade \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 subcontractors who will be performing the work.<\/p>\n

One primary benefit of the Last Planner\u2122 system is that it facilitates, in fact, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 demands, collaboration among the people who will be performing the work. The \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 dialogue generated during a \u201cpull planning\u201d session is powerful because it enables \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 the various team members to identify problems early and work together to find \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 solutions that will be cost effective for everyone. This system helps the team think, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 plan and act as a team, instead of a collection of companies who have come \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 together by commercial coincidence to work on a particular project.<\/p>\n

Once the initial \u201cpull planning\u201d session is conducted, the team engages in regular \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 mini-meetings, say 15 minutes, on a daily basis to monitor the work and make \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 adjustments when required. Construction personnel, such as job superintendents, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 who have been part of this process, say they will never go back to doing it the \u201cold \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 way\u201d. Implementing a \u201cpull planning\u201d system into a project is tricky because it \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 requires a new mindset. But, again, there are consultant practitioners who can help \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 companies get started on individual projects as well as organize company-wide \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 initiatives.<\/p>\n

E. Reliable Promises.<\/strong> Another benefit of the Last Planner System\u2122 is that the \u201cpull \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 planning\u201d method of scheduling work flow builds accountability and trust between \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 team members. This is because during a \u201cpull planning\u201d session, the various team \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 members are required to think through the promises they make to other team \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 members so that only \u201creliable promises\u201d are offered and accepted. A \u201creliable \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 promise\u201d is a promise where<\/p>\n

i. The conditions of satisfaction are clear to both parties<\/p>\n

ii. The performer is known to be competent and has the right tools.<\/p>\n

iii. The performer has estimated and blocked out the time necessary.<\/p>\n

iv. The performer is sincere and is authorized to commit to the promise.<\/p>\n

v. Regardless of what the future holds, the performer will make good on the promise \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 or accept the consequences.6<\/p>\n

There is a process for eliciting promises that are reliable and measuring whether \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0the promises are actually kept. This process involves analyzing whether the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0promise is realistic and whether there are any barriers to keeping the promise. This \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0process is taught as part of the Last Planner\u2122 system.<\/p>\n

F. The 5 Whys Analysis to ensure continuous improvement.<\/strong> Another basic concept \u00a0 \u00a0 \u00a0 \u00a0 \u00a0of Lean Construction is the practice of continuous improvement. This involves \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0analyzing breakdowns in the system, which cause defects, failed promises and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0other performance failures and remedies those breakdowns. Processes have been \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0developed to help teams conduct the analysis, identify remedies and execute \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0sustainable change that will improve the process. A key process is the \u201c5\u00a0Whys \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0analysis\u201d of failures. In this process, the question \u201cwhy\u201d is asked five times in \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0different contexts to understand why promises were broken, why defects occurred \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0and why failures were experienced. The point is to understand why failure occurred \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0so it can be prevented from happening again.<\/p>\n

G. Cultural Change.<\/strong> While the basic principles and practices of Lean Construction \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 can be applied in different ways in different organizations, one thing is clear – \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 introducing and applying Lean Construction any organization, large or small, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 requires a cultural change if the principles and practices are to become sustainable. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Change is often perceived as a 4-letter word. Change isn\u2019t easy, but it is necessary. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Dr. W. Edwards Deming, one of the century\u2019s most influential proponents and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 teachers of organizational change for purposes of adding value to industrial \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 processes said, \u201cIt is not necessary to change. Survival is not mandatory.\u201d that is, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 organizations that fail to change put their own survival at risk.<\/p>\n

Any cultural change requires the presence of several key factors, which if they are \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 missing, will mean the chances of successful, sustainable cultural change are zero \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 to none.<\/p>\n

i. Leadership is crucial. If the executive leadership is not fully, 100% committed, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0even passionate about making and sustaining any kind of organizational change, it \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0will not succeed. Further, it can\u2019t be commitment in name only. Organizations have \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0personalities just like people and as a general rule they are pretty smart \u201cpeople\u201d. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0They can sense when the leaders don\u2019t \u201cwalk the talk\u201d of a new initiative or when \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0a new idea is the \u201cflavor of the month\u201d. Anything but complete, candid, and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 transparent commitment will be met with resistance, backsliding and even scorn.<\/p>\n

ii. Leaders must be effective \u201cagents of change\u201d. It is not enough for the leaders to \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0be committed to change; they must have the capacity to effectively lead the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 change. There are best practices, which experience has shown can help achieve \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 and sustain long term change. The leaders need to understand these principles \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 and be able to effectively employ them. This doesn\u2019t mean the leaders can\u2019t have \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 help. Quite the contrary, most effective organizational change initiatives are \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0facilitated by consultants or other people who are outside the organization\u2019s \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0mainstream. However, the leader needs to recognize when to bring in outside \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 help and how to find and utilize outside help effectively.<\/p>\n

iii. Organizations must become \u201clearning cultures\u201d. The personality of the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0organization must become open, receptive and welcoming to change. The \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 processes for teaching and practicing change must be institutionalized within the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0organization. Individuals who authentically learn, practice and become proficient \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0with change must be rewarded and those who resist or even sabotage change \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0must be re-educated, replaced or encouraged to self-select out.<\/p>\n

iv. Workers must be able to deliver \u201cbad news\u201d without fear of retribution. Learning \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0cultures must be authentic and not afraid to identify and share bad news. This is \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0because bad news can only be addressed and converted into positive outcomes \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0if it gets into the open. Yet, many organizations don\u2019t hear about bad news \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 because their people are afraid they will be blamed and suffer some loss if they \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0bring bad news forward. Individuals must feel that they can delivery bad news \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0without fear of being blamed.<\/p>\n

\u00a0 \u00a0 \u00a0H. Advocates.<\/strong> Lean Construction is actively taught, promoted and utilized by some of \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 the most prominent and influential players in the construction industry. These \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 advocates span the regional, national and international construction market. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Representative examples of prominent advocates include:<\/p>\n

i. The Association of General Contractors (\u201cAGC\u201d) has created a Lean \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Construction Forum7 to teach and serve as an advocate for lean construction \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 principles.<\/p>\n

ii. Sellen Construction is a regional general contractor in the Pacific Northwest, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 which is utilizing Lean Construction principles on health care projects and which \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 has initiated training programs to teach Lean Construction principles to its \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0employees.<\/p>\n

iii. Turner Construction, is a national general contractor, introduced the Last \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0Planner System\u2122 on one of its large projects, the Miami Intermodal Center, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 when the project was already 30% into construction. The firm estimates that \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 before using the Last Planner System, the project team was achieving an \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0average labor cost of $23,000 per month. After implementing the Last Planner \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 System, they were achieving an average labor cost of $13,000 per month. This \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 is a dramatic turn-around, which could easily mean the difference between a \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 profitable job and an unprofitable one. Turner Construction has institutionalized a \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Lean Construction training program into its own organization.<\/p>\n

iv. Skanska, a global general construction firm that builds heavy civil and vertical \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 construction projects, has adopted Lean Construction in some of its operations \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 in the United States.<\/p>\n

v. The Lean Construction Institute (\u201cLCI\u201d)8 is an international, non-profit \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0organization devoted to the advocacy, training and practice of lean construction \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0principles. The LCI recruits members and sponsors to support its activities, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0which includes research, collecting case studies, development of resources and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0annual meetings, where practitioners, academicians and advocates gather to \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0share information and strategies. \u00a0Further, the LCI has chapters in over 35 states \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0and the number is continually growing. The individual chapters offer training and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0support advocacy of Lean Construction principles. Many of the trainings are co-\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0produced by other members of the construction industry, such as the Architects \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0Institute of American, the Construction Management Association of American, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0the Construction Users Round Table, etc.<\/p>\n

vi. The LCI even has a program designed to address the special needs and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0interests of owners, the Lean in the Public Sector (\u201cLIPSI\u201d) chapter, which has \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 international participation from Lean practitioners in Finland, Germany, Australia \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 and other countries.<\/p>\n

vii. The entire construction industry in Finland, reported at the December 8 -10, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a02010, meeting of LIPSI, has adopted an industry-wide initiative to go Lean! \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0That\u2019s commitment, vision and leadership.<\/p>\n

Indeed, the broach reach of advocates for Lean Construction demonstrates the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0broad appeal of an initiative that promotes efficiency, reduces waste and \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 increases profitability. These players, the general contractors, architects, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 engineers and other industry representatives are not in the business for their \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0health or good looks, but to make money as well as improve their ability to \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 demonstrate and deliver value. You can be sure they would not be remotely \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0interested in Lean Construction principles, let alone advocating and teaching the \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0principles to their own employees if they didn\u2019t think so doing would help them \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0make more money or otherwise add value. That is perhaps the best testament to \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0the initiative\u2019s potential.<\/p>\n

Conclusion:<\/strong><\/p>\n

There have been many programs and initiatives over the years that have promised to make the construction industry more efficient, more user-friendly and more profitable. Most of these initiatives come and go or are imposed by government regulation, without any real hope of achieving positive outcomes. However, Lean Construction is different.<\/p>\n

First, it was born out of frustration and dissatisfaction with the status quo of inefficiency and waste. Further, the current economic climate demands that to survive, let alone thrive, companies must become more competitive. These factors mean there was is strong motive for change.<\/p>\n

Second, many of the basic principles of Lean Construction evolved from proven principles utilized for many years in the manufacturing industry. These principles are not flashes in the pan. They have a long track record of success.<\/p>\n

Third, there is a growing record of success by prominent industry players and a growing movement to expand on this record by institutionalizing Lean Construction into organizations that are not only regional, but national and even international in scope.<\/p>\n

Finally, support for Lean Construction principles is growing and has become international in scope. This growing body of knowledge and advocacy is crossing industry, geographical and political sectors become multi-disciplinary and multi-cultural in its application.<\/p>\n

Clearly, Lean Construction as a movement is gaining ground. It\u2019s not a quick or easy solution, but it is effective and can be sustained within any construction organization if introduced and maintained as an element of organizational growth and change. Further, Lean Construction means and methods do not need to be introduced to a project at the inception to achieve positive outcomes; Lean tools can be introduced at any point along the project\u2019s timeline to increase value and decrease waste.<\/p>\n

_____________________
\n1 These statistics were quoted by Dennis Sowards, Quality Support Services, in his July 14, 2010 presentation Overview of Lean Construction \u2013 Building Knowledge in Design and Construction. Mr. Sowards attributed the data to the Construction Industry Institute.<\/p>\n

2 Reported by U.S. Department of Commerce, Bureau of Labor Statistics<\/p>\n

3 This case study was presented at a meeting of the Cascadia Chapter of the Lean Construction Institute on October 5, 2010, by David MacNeel, LEED AP, Operations Manager, Baker Concrete Construction.<\/p>\n

4 Gregory A. Howell, P.E., MSCE is the Association of General Contractors Visiting Professor in Construction Management at the University of New Mexico. He is co-founder of the Lean Construction Institute.<\/p>\n

5 H. Glenn Ballard, Ph.D. is an associate adjunct professor at the College of Engineering, U.C. Berkeley, who researches and lecture on Lean Construction and related topics. He is co-founder of the Lean Construction Institute.<\/p>\n

6 These five elements of a \u201creliable promise\u201d, as described by Hal Macomber, principal of Lean Project Consulting, Inc., and self-proclaimed Project Reformer, in his paper Securing Reliable Promises on Projects, A Guide to Developing a New Practice. \u00a9 2001, 2004.<\/p>\n

7 See the AGC\u2019s Lean Construction Forum website at www.agcleanforum.org.<\/p>\n

8 The website for the Lean Construction Institute is www.leanconstruction.org.<\/p>\n","protected":false},"excerpt":{"rendered":"

Janette Keiser | Keiser Group | November 11, 2016 1. What is Lean Construction? Lean Construction is about adding value to your customer through the elimination of waste and continuous improvement of your business operations. Routinely, projects are late, over-budget or fail in some way to satisfy the client. The application of Lean Construction principles… Continue reading What Every Construction Attorney Needs to Know About Lean Construction<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":true,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false},"version":2}},"categories":[14,172],"tags":[9866],"class_list":["post-891328","post","type-post","status-publish","format-standard","hentry","category-construction-2","category-construction-law-2","tag-lean-construction","entry"],"jetpack_publicize_connections":[],"yoast_head":"\nWhat Every Construction Attorney Needs to Know About Lean Construction - 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