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Questions & Answers

 

What are some examples of Lean Tools?

Becoming Lean requires a gradual mind shift, but is enabled by proven tools including these:

1. Pull Planning - Last Planner System

2. Value Stream Mapping

3. Target Value Design

4. Set-based Design

5. Supply Chain Purchasing

6. Stand-up 15 minute check-in huddles

7. Standard Work

8. Book-Video Study Group

9. Plus/Deltas

10. A3Thinking and Analysis

11. Choosing by Advantages - decision making

12. Decisions at Last Responsible Moment

13. PDCA improvement cycles

14. Retrospectives and What's Working/What's Not Working sessions

 

 

What steps can you take to jumpstart your Lean Journey?
You have taken the first step toward becoming Lean - you're learning about Lean Construction. Here are some proven steps to take yourself, your company/agency or your project Lean:

Learn about Lean Construction, gather case histories of similar companies or projects, talk to some Lean users. Your local LCI Community of Practice can help you find these histories and people at http://www.leanconstruction.org/communities.htm

Write out your own "Business Case for Lean" Why does your firm or agency need to become lean?  To increase value? To reduce waste?  To compete in an evolving marketplace?

Get commitment from Executives and Managers - success requires top to bottom understanding and commitment. 

 

  

Why do you need lean Alignment Partnering?

To achieve "true collaboration from design through construction" traditional competitors must come together as collaborators. This includes: designers, general contractors, construction managers, trade partners (subcontractors), suppliers, end users. Most don't just show up ready to collaborate.

Are there any egos in our industry? Alignment Partnering coaches collaborative teams to operate with a "Project First" approach by satisfying individual and company needs for safety, trust and respect. Even the strongest personalities can be collaborative when the right atmosphere is created from the very beginning.

Lean collaboration requires a neutral party to "manage the political space" - that critical gap between companies and between strong egos. No one of the parties is "neutral" -a trained facilitator can be neutral. Over time, the parties can learn to self-facilitate by learning those skills and choosing to behave as a neutral at certain times and to "pass the gavel" when they cannot. This is one of the keys to "sustainable partnering."