No matter the project type or size, Lean provides value through increased schedule certainty, enhanced collaboration, and maximizing the project budget.
2900 on First
The 2900 on First Apartments project consisted of preconstruction and construction services for Phase II and III renovations at 2900 on First, Seattle, WA. As a result of pull planning, we were able to complete the base project 2 weeks earlier than scheduled, allowing the addition of $1M of scope to be completed within the original schedule. Pull planning was also used to develop the preconstruction and permitting schedule of the added scope, allowing it to be designed, permitted, and built in 7 months.
This $36 million, 129,000-SF mixed-use five-story building is a true innovator, embracing cutting-edge sustainable technologies to achieve 75 percent energy and water savings compared to typical office buildings. As Skanska Commercial Development's first project in the Seattle area, the team was able to utilize Lean methodologies throughout construction, maximizing collaboration and leveraging the experience of each team member to provide maximum value to the end user. The project used many Lean tools including Big Room, A3s, the Last Planner System, 5S, and Target Value Design.
The George Washington University Hospital ICU Renovation
This renovation of a portion of the existing 6th floor into a 16-bed neurological ICU unit was delivered via the Integrated Lean Project delivery method utilizing Consensus Docs as the contracting vehicle. The owner and Lean IPD team invested resources to train the team in new processes and came together bi-weekly in a Big Room to discuss this project and any other projects the team was involved with. We introduced new Lean tools and concepts every month including A3s, Target Value Design, Oh-no Circles, Kaizen, 5Y, and Choosing By Advantages (CBA). In addition to these workflow interactions, the team set up a shared profit pool. The results included on-schedule delivery, innovative ideas that helped ensure IPD team goals were achieved while focusing on delivering everything on the customer’s wish list without disruption to existing operations.
The George Washington University Hospital Dialysis Conversion
The George Washington University Hospital dialysis conversion project involved the renovation of the fifth floor of the hospital to create an inpatient and outpatient dialysis center. The space is located within the middle of the hospital so sensitivity to dust and noise containment to avoid impact to labs and patients was a high priority. The solution was delivered via the Integrated Lean Project delivery method utilizing Consensus Docs as the contracting vehicle. The project utilized many lean tools including Big Room, A3s, Choosing by Advantages (CBAs) and Target Value Design.
AT&T Center Restroom Renovation
Skanska provided preconstruction and construction services for an upgrade and renovation of 65 restrooms at the AT&T Spurs Arena. The project included upgraded finishes (floor tile, wall tile, mirrors, accent wall tile and partitions), new commodes, urinals, sinks and counter tops. The project was to be completed in two months. Due to the tight schedule requirements of this brand new client, coordination with the trades was essential to complete all restrooms on-time . Some of the challenges included having multiple restrooms of all different sizes scattered within multiple floors and different subcontractors working in between them. As construction began, the Skanska team realized a need to organize the trades and bring the subcontractors back into focus of the impending completion dates. To mobilize this effort, Skanska and TD Industries facilitated a pull planning session with all subcontractors involved. The all-day session consisted of each trade laying out their outstanding tasks within that first phase and identifying ways to minimize waste in order to hit our completion date. The pull-planning session optimized workflow between the trades and increased communication of schedule initiatives. The subcontractors and project teams walked away with a better understanding of the bigger picture. Ultimately, Skanska was able to complete all 65 restrooms within nine weeks.
Palo Alto Medical Foundation Outpatient Center
As a key part of implementing integrated project delivery, Lean Construction techniques were also used to facilitate efficient project delivery of this 198,000-SF clinic in San Carlos, CA. To support this process, Skanska’s Lean Process Director led weekly training sessions at the Big Room. These sessions covered topics, such as pull planning, PPC tracking, weekly workplan, 5S, and reliable promise behavior. Combining these with the IPD Big Room, prefabrication of elements like duct risers and exterior framing panels and effective BIM usage, the team was able to deliver the project far ahead of what could have been accomplished using a schedule based on traditional construction approaches.