Our experience spans dozens of projects over the past fifteen years and includes every type of project from hospitals to refineries, high rises to schools, and infrastructure to high tech manufacturing facilities. The projects listed here represent a small sampling of our experience.
OHSU Hospital Expansion Program
Started: January 01 2019
Portland, Oregon. The planned expansion of the OHSU Hospital hilltop campus is a 14-story, 525,300 sf building.
LeanProject is supporting the multidisciplinary team designing the project, utilizing lean practices that include target value design, Last Planner® in design, Choosing By Advantages Decisionmaking, and PDCA based improvements. In addition to developing capabilities in lean skills LeanProject supported the project team in developing a cohesive, connected culture. Programs provided included Essential Conversations℠ for Project Success and the Courageous Leadership℠ Experience. We provided Core Team coaching in the development of the project Conditions of Satisfaction and the functional team leadership team development of a team meaningful purpose statement.
Rio Grande Consolidation Project
Started: January 01 2019 | Completed: October 31 2019
Rio Grande, Rio Grande do Sul, Brazil. Construction of a new Granulation Plant, Acidulation facility and warehouse space.
LeanProject provided lean project management support and coaching to a mission critical project in Rio Grande do Sul, Brazil. The client, Yara, was experiencing delays and cost overruns when they engaged LeanProject to help. LeanProject implemented a new project governance structure, produced alignment on a new project schedule, and implemented new project management practices on the project. Through a successful implementation of the Last Planner System we were able to put the project on track for a successful completion.
Lakewood Family Health Center
Started: April 01 2016 | Completed: June 30 2018
Cleveland, Ohio. 64,700 square feet. $31.5 original expected cost; $26.2 allowable cost; $24.7 million final cost.
LeanProject provided coaching to the first Cleveland Clinic Integrated Project Delivery (IPD) project beginning in early 2016. Services included training in lean and Last Planner® practices in both the design and construction phases, Choosing-by-Advantages decision making, A3 reporting, and visual management among other practices. We provided an IPD orientation workshop to early project stakeholders as they considered the merits of the IPD approach. As the project progressed LeanProject continued to provide the Core Team with guidance. Prior to construction beginning we led a groundbreaking leadership workshop for the Core Team focused on creating a learning culture throughout the project team. The Client, architect, MEP engineer, construction manager, mechanical contractor and electrical contractor were primary signatories of the IPD agreement. Several other trade contractors signed joining agreements.
Cleveland Clinic Taussig Center
Started: October 01 2014 | Completed: February 28 2017
Cleveland, Ohio. 377,000 square feet. $276 million.
LeanProject provided coaching to the project team, including lean and Last Planner® System training, weekly coordination meeting coaching in the project colocation office, and small batch workflow planning facilitation. Coaching was provided from the beginning of the project through the closing stages of construction. The construction management agreement with Turner Construction was CM-at-Risk. The agreements with major trade contractors were negotiated.
Eastern Maine Medical Center Phase I
Started: March 01 2015 | Completed: November 01 2016
Bangor, Maine. 361,000-square-foot patient tower on an existing medical campus.
The building includes a new sterile processing department, main lobby, heart center, surgical suite, NICU, two floors of private patient rooms, and a newly renovated labor and delivery center. LeanProject was retained to coach the construction manager and trade partners in lean construction practices, including the Last Planner® System. Initial training was quickly applied through facilitated pull planning sessions, daily huddle modeling and weekly commitment planning support. The patient floor finishes were installed on a one-day batch production cycle. The project was constructed by a construction management joint venture between Cianbro Corp. and Brasfield & Gorrie.
St. Michael’s College Residence Hall
Started: October 01 2015 | Completed: August 01 2016
Colchester, Vermont. A new three-story, 64,000-square-foot, 188-bed residence hall located in the center of four surrounding dormitories in the heart of the campus.
LeanProject provided coaching for the construction team, including all elements of the Last Planner® System and lean practice training, along with onsite observation coaching. This team became proficient in small batch construction takt time flow, ultimately reducing trade production areas in half-day batches. After an aggressive 10-month construction schedule, PC Construction turned over the residence hall to the college in August, allowing the doors to open to 188 student residents for the 2016/2017 academic year. Over the course of the project, there were no lost-time injuries and no interruptions to the active campus.
Intel Central Utility Building 4, Hillsboro, Oregon
Started: March 01 2012 | Completed: October 31 2012
Hoffman Construction Company in Portland, Oregon was engaged as the CM/GC for this Intel project on the Hillsboro campus. Some of the Hoffman staff had visited a project in California where Last Planner System was being used and felt that it could help in their execution of this project so LeanProject was engaged to implement Last Planner with the team.
The team participated in an initial training session both at the Portland office and then on site. Several trade contractors participated in an initial Pull Phase Session and the implementation of Last Planner was managed in a matter of a few weeks. The team used it very effectively through the end of the project and continued when additional work was assigned. In fact, this became a demonstration project for many additional Intel projects. The team also incorporated One-page A3 project reports, significantly improved BIM procedures and on-going Continuous Improvement efforts. The team incorporated some of their Last Planner management techniques as they implemented the very comprehensive and detailed commissioning planning process.
UHS Texoma Medical Center, Denton, Texas
Started: October 01 2007 | Completed: December 01 2009
The Texoma project is a nearly 400,000 sq. ft. replacement hospital with 32 ICU/CCU patient rooms, over 100 patient rooms, 10 OR’s and many additional facilities. Universal Health Services (UHS) had hired the architect, contractor and several trade contractors under typical AIA contracts. In May of 2008 the Construction Documents were almost 50% complete and LeanProject was asked to join the team and work with them to implement lean design and construction techniques.
A Study Action Team (using “The Toyota Way” book) was a starting point for the team, they went on to apply Responsibility-based Project Delivery and intensely develop their Conditions of Satisfaction which included reducing both the project cost and schedule. When the project moved to the field many of the concepts of Last Planner were used to manage the work. One-page A3 project reports were adopted, a Lean Leadership Team was established (that functioned much as a Core Group would on an IPD project),checklists were used and ultimately resulted in no punch list items at Owner Turnover. The project was completed 3 months ahead of the original schedule at a cost several million dollars below the original estimate. UHS declared at the conclusion of this project that all their projects would be executed as IPD in the future – they have now done over 100 in this fashion.
St. Peters Hospital, St. Peters, Missouri
Started: January 01 2006 | Completed: August 01 2009
The St. Peters project is $28 million expansion of an existing hospital. It included a new 3 story wing, additions to existing floors, a pharmacy area and significant shell space. It was the first project done with an Integrated Project Delivery Agreement (IPDA) by BJC HealthCare. The project team was a self-selected group who worked with BJC to revise the original project scope after their selection. The new project was nearly twice as expensive but provided a great deal of additional value to the hospital.
This was the first effort by this team on an IPDA and LeanProject worked with them to develop this new way of working together including management by a Core Group, the use of Last Planner System and several other lean techniques including Target Value Design, Zero Punch List through the use of checklists, Impact Statements to manage shutdowns and one-page A3 project reports.
The project was finished as scheduled with significant savings in the contingency budget allowing the team members to earn additional profit. Further, the team members were all very enthusiastic about the project atmosphere and actively searched for additional opportunities to work on a future IPDA.
Cardinal Glennon Children’s Medical Center, St. Louis Missouri
Started: January 01 2005 | Completed: October 01 2007
Cardinal Glennon is a NICU and Surgery addition of about 138,000 sq. ft. to an existing hospital estimated at approximately $40 million. Construction Drawings were nearly complete and site prep work had begun when LeanProject was brought in to work with the team. This after the Owner (SSM) had attended a lean construction seminar. LeanProject worked with the team to implement Last Planner and various field techniques. The team then began to work on including these efforts in a typical AIA contract for the remainder of the project. As this became more of a chore they decided to try the Sutter Health Integrated Project Delivery Agreement and ultimately implemented this contract form. They also were the first team in the US to complete a project using the IPDA. The project completed on schedule, under budget with around 60 RFI’s, a team anxious to work together again and an Owner that went on to use IPD on future projects.
GE Spindle Hill Energy Center, Frederick, Colorado
Started: January 15 2007 | Completed: October 31 2007
General Electric and a contractor were nearing the completion of the installation of a gas fired, peaking, electrical energy station. The concluding stages of the project were complex and not well organized. LeanProject was asked to work with the team and assist in planning the final work.
LeanProject conducted several Pull Phase Planning sessions and implemented Last Planner techniques to help the team meet their very tight schedule. This included daily reviews of progress, several added planning procedures and documents, efforts to increase the staff available and on-going efforts to get team members to make reliable commitments. This, less than a month engagement, resulted in significant improvement in awareness and understanding of the issues involved in meeting the required start-up date. The team continued with many of the techniques that had been initiated at this time and ultimately did start up the power station.
Clark Pacific Company, Fontana, California
Started: January 01 2006 | Completed: December 31 2006
Clark Pacific (CP) is a leading engineering and precast firm in California. The company provides design, fabrication and installation of a variety of precast components including Glass Fiber Reinforced Concrete (GFRC) that is important in the California market due to its light weight. LeanProject was engaged to work at the Fontana plant to improve their engineering (primarily productivity and scheduling) and their fabrication shop in preparation for an anticipated increase in production.
After an initial review of the facility, LeanProject worked with the engineering and production staff to implement several lean techniques including a modified Last Planner System in the casting shop, Value Stream Mapping to identify wastes in the storage yard, 5S effort throughout the plant, increased maintenance of equipment and a Continuous Improvement plan for the employees. The plant saw significant performance improvements and in fact was prepared for the increase in production.