August 22, 2024

August 22, 2024

1. What hurdles did you encounter when measuring Lean implementation in your company, and how did you tackle them?

When we first started measuring our progress with our Building Forward approach – our cultural commitment to continuous improvement, based on Lean philosophies – our primary objective was to ensure that we weren’t collecting data just to collect it. Our goal was to distill actionable insights from the information. Not only did we ask ourselves, “What are we measuring?” but we also asked why we are measuring those specific items and how we do it in a way that’s sustainable.

It was, and is, essential that our team members, who put so much effort into implementing Lean tools, could see the benefit of sitting down at regular intervals and reporting on their progress – comprehensively and honestly. Communicating that message and providing a tool to make it as easy as possible were critical steps to taking Lean to the next level at Robins & Morton.

2. What stories can you share about the outcomes of measuring your company’s Lean performance and what do you think made it work?

While I’m thrilled about the substantial increase in our database and benchmarking information, I’m most proud of the way I’ve seen thought processes change. Over time, our team members have begun thinking more carefully about how to respond to assessments, making the collected data more comprehensive and reliable.

3. In your opinion, what are the biggest benefits of applying Lean and how have they impacted your projects, your teams, or your organization?

At a foundational level, we see an undeniable increase in efficiency, improved quality, and enhanced team morale. As a result, we’re able to make a very compelling business case for applying Lean, as we see a reduction in overall project timelines and costs. Most importantly, however, Lean cultivates a culture of respect and collaboration. Our teams feel more empowered and valued, which has led to greater job satisfaction and is critical in the industry’s ongoing efforts to recruit and retain talent.

4. What measurements are you looking for when determining if your Lean game is improving?

When we talk about measurement, we have to measure outcomes that contribute to organizational goals and objectives, which can vary by company. For Robins & Morton, our efforts began strictly with implementation. How many projects are using recommended Lean tools and which ones are they using? Why? As we began to better understand these behaviors, we extended our measurement into collaborations with other support departments and operational teams – Human Resources, Innovation, Preconstruction, Accounting, Marketing, Sustainability, and more. This is helping us better understand the big-picture impacts. Are we retaining team members at a higher percentage? Are our positive engagements with trade partners improving the number of contractors bidding our work? And so on.

5. If someone’s just dipping their toes into Lean measurement, what advice would you offer from lessons you’ve learned?

For those just starting with Lean measurement, my advice is to begin by setting initial goals. Identify what you’re trying to improve or overcome at a high level and establish reasonable first steps to getting there within a specific time frame. Lean tools will be part of the implementation process but try not to get lost in using every single tool immediately or “flipping the Lean switch” and making them a requirement overnight. Change can be difficult, but adoption happens when your field team members understand the purpose behind the tools and can see the big picture. Focus on helping them understand how each tool eliminates waste, builds relationships, improves communication, and makes work less stressful.

It’s a great idea to set a vision of where you eventually want to be, but recognize that a Lean journey is a journey. Instituting the PDCA cycle in all of those first steps will lead to stronger second and third steps. Continue to build on that. For some early in your journey, you may wonder why we even begin if we never reach “the end,” but I think the more you develop a Lean mindset, you discover that the process is the best part.

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