August 8, 2024

August 8, 2024

August 13 – St. Louis CoP

Title: Virtual Lean Coffee

This will be an open conversation with experienced and curious participants regarding all things Lean. We hope to explore what participants are curious about, successes they have had and challenges they are looking to solve.

August 15 – Los Angeles & Orange County CoP

Title: Lean Construction Scrum Training

This Lean Construction Scrum Training Program will educate participants on how to integrate Lean construction principles with agile methodologies, specifically the scrum framework, to optimize project delivery in the construction industry. Join Felipe Engineer-Manriquez, Northern California CoP leader for this unique and exciting training event.

August 27 – New England CoP

Title: Sweat Equity Improvement: A Compassionate Way to Improve Work

You will leave this event not only having learned to identify improvement opportunities, but also be outfitted with a proven approach to cultivating buy-in WITH our trade professionals. This method of micro level observations will accelerate efforts in building lasting relationships with our skilled workforce by removing ‘hard’ work from the workflow. Join guest speaker, Jesus “Jesse” Hernandez Jr. – Depth Builder

LCI Events Calendar is your go-to resource for all regional CoP event offerings – in-person, hybrid and virtual. HINT: Bookmark and check back frequently!

1. What hurdles did you encounter when implementing Lean on a project (in your company), and how did you tackle them?

The first hurdles are always awareness and education. On a significant multi-year project where Lean was not required by the owner, I got together with the contractor and consultants at the beginning of the project to give a joint presentation to the owner about industry best practices in project delivery. This was based largely on the Dodge Data & Analytics studies showing the success of “very high Lean intensity” projects. The owner concurred, “If that’s the best way, then that’s what we should do.” With all the key participants in agreement, we then put the entire Owner/Architect/Contractor team through training in general Lean, Last Planner System®, Target Value Delivery, and Getting Decisions That Stick. People who worked on that project say it’s the best project of their career.

2. What stories can you share about a successful Lean project (Lean implementation effort) you were involved in and what do you think made it work?

After buy-in and Lean training, the next most essential ingredient to a successful Lean project is creating a Lean culture. I’m sure you know the diagram that LCI uses to show the Six Tenets of Lean. If you start with that, keep it visible, and help people to see the behaviors and tools in each of those categories, then you will have a Lean culture.

A great illustration of that is a project where, during the initial Teaming/Conditions of Satisfaction session, the team agreed that “having fun” and “finishing the project as friends” were essential conditions. That led to a long list of decisions and activities such as identifying CFOs from the owner, architect, and contractor organizations—Chief Fun Officers. They did simple things like played music at the start of OAC meetings, had virtual Halloween costume parties, etc. The team did finish the four-year project on time, under budget, they had fun and finished the project as friends, eager to work together again.

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

In one word, I would say the biggest benefit is “certainty.” Owners want greater certainty that they will get the project they committed to on time, within budget, and having everything work the way it was intended. Sadly, achieving all of these is not as common as anyone would like—but Lean processes can significantly increase the certainty of success.

4. How do you assess if your Lean game is strong; are there metrics or techniques you rely on and can share?

The most important metric is whether you have created and maintained a Lean culture. Are everyday actions based on respect and the other tenets? Too many people, across many industries and decades, have focused first on requiring people to use Lean tools. But they learned that using the tools without the right culture is “fake Lean.” It doesn’t last.

We all know that continuous improvement is one of the core tenets of Lean. But not everyone understands that to improve, there must be a baseline of “standard work.” I usually describe this as, “the best way we know how to do this…right now.” Start by getting everyone working to the baseline, then encourage improvements from there.

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

When I first studied Lean, I learned almost 100 tools and techniques that might be useful in different situations. But I have also identified a core group of interdependent methods/techniques that are foundational, which I call the Lean Starter Kit.

• Teach Lean Fundamentals for shared vocabulary
• Respect for People – Focus on team health, listen, don’t overburden, etc.
• Vision/Teaming Session with Conditions of Satisfaction and Team Charter
• Big Room Mindset – Foster collaboration and make things visible
• Last Planner System® to increase schedule certainty
• Target Value Delivery to increase budget certainty
• Plus/Deltas and Retrospectives to foster continuous improvement

There are many more very useful and proven tools and techniques that teams can add. I certainly encourage teams to consider items such as personality tests, 5S, PDCA, A3s, Takt, Choosing By Advantages, and Getting Decisions That Stick—to name a few. But for teams new to Lean, begin with the Starter Kit, and don’t skip any of those if you want to succeed. Also, find a Lean Coach to help with the initial training and to guide you through it.

“There’s never a Congress without a takeaway for me—through breakout sessions, networking opportunities, running an idea by someone during a break. There’s always something I go back and implement—even after doing Lean for years and attending multiple Congresses.”

Enjoy this sneak peek blog post of Jennifer’s exciting and interactive session, A Deep Dive into the Value of Conditions of Satisfaction, presented with her colleagues and client.

Watch Preview

Register now for unbeatable content and connections at Congress!

Quick Tip: Register for the Core Program (Wednesday/Thursday), then you’ll have the option to add on the Golf Tournament (Monday), Learning Day (Tuesday), and Gemba Day (Friday).

Contact Joan Piccariello with questions on the Congress program.

Contact Ilene Goldberg with questions on sponsor or exhibitor packages.

Objective Standard: LCI certifications establish a clear benchmark for Lean expertise, ensuring professionals can effectively apply Lean principles.

Meeting Owners’ Expectations: As owners increasingly require certified practitioners, LCI credentials assure them of qualified leaders who can enhance project outcomes, including better timelines and cost savings.

Enhancing Company Credentials: For design/construction companies, having certified team members highlights their commitment to Lean practices, setting them apart in a competitive market and strengthening client relationships.

Industry-Wide Improvement: The adoption of LCI certifications raises industry standards, fostering a more efficient, innovative, and collaborative environment.

To learn more about LCI’s certifications, check out our website.