Join a revolution in the making

Lean production management caused a revolution in the manufacturing world. Lean theory challenged the traditional notions about how to plan and manage work - and achieved new levels of performance in return. Products were manufactured in less time, at lower costs, and with improved quality.

A similar revolution is happening in construction, turning conventional wisdom on its head. Projects don't have to cost so much or take so long. Projects don't have to be as dangerous - and they don't have to end in a tangle of lawsuits.

Applied in practice, Lean Construction makes it possible to improve quality AND shorten project duration while reducing cost. This seminar will show you how to bring new levels of cooperation, integration and performance to your projects.

Introduction to Lean Construction introduces the philosophy, principles and techniques of Lean Project Delivery. This new approach to project delivery is supported with examples, case studies and simulations.

  When projects use
  Lean Project Delivery...

• Value to the client drives planning at every level.
• Waste is reduced because work flow is more predictable and lead-times are shorter. Productivity improves.
• Obstacles are removed. Work is ready to be done when it is assigned
• Safety improves as projects become more stable.
• Project control systems do more than report project progress Ð they make things happen.
• Planning system performance is measured and improved. The lessons learned each week are immediately applied.
• The project team's designers, suppliers, and contractors are linked together by a planning system that works; they help each other, instead of blaming each other.
  
  
  

We suggest that interested companies send two representatives to the seminar. One should be directly involved in managing projects (project manager, procurement manager, site superintendent, shop manager, construction manager); and the other should be a corporate manager close to operations (operations manager, division head, production manager, facilities manager).

Participants have found that this approach helps them understand how Lean Construction can improve both project and corporate performance.

The seminar is intended for:

• Project owners
• Architects / Engineers
• Design-Build (EPC) contractors
• Designers
• Contractors
• Suppliers (equipment and services)

• Introduction of LCI and instructors
• Dependency, Uncertainty and Workflow
• The Last Planner System of Production Control
• The Lean Project Delivery System: an overview

• Metal Doors: A Case Study in Work Structuring
• The Lean Project Delivery System: A closer look
• Implementation
• Putting it all together

What others have said about the Lean Construction Institute and its approach:

"MT HØjgaard - the largest construction company in Denmark - has applied the Last Planner System^TM on more than 25 building projects during the last two years. No matter what the size or type of project, the Last Planner System^TM improves the building process and hence the overall result...

"Benefits of using the Last Planner System^TM compared with traditional approaches to planning are reduction in costs, projects that are on or ahead of schedule, and a shorter punch list.

"However, the most significant improvement is the lower accident frequency and severity. For the first half year of 2002, the accident frequency is one-third for projects using the Last Planner System^TM compared with projects managed by traditional planning methods. This difference is statistically significant."

Mikkel Andreas Thomassen, MT HØjgaard Project Manager

"Last Planner has effectively launched Boldt into the implementation of the Lean Project Delivery System. Using Last Planner as a starting point, we have experienced significant improvement in project performance, and we are now on a path into deeper Lean implementation."

Paul Reiser, The Boldt Company VP Production and Process Innovation