LCI CONGRESS 2013 | Dallas Purpose, Process, People, Performance ; Enduring Value from Capital Programs Organization Design Applying Lean Beyond Process Improvement to Organizational Structure Presented by: MICHAEL BADE Assistant Vice Chancellor, Campus Architect | University of California, San Francisco STEPHEN MACINTYRE Lean Integration Leader, Senior Vice President | Haley & Aldrich
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LCI CONGRESS 2013 | Dallas
Purpose, Process, People, Performance; Enduring Value from Capital Programs Organization Design
Applying Lean Beyond Process Improvement to Organizational Structure
Presented by:MICHAEL BADEAssistant Vice Chancellor, Campus Architect | University of California, San FranciscoSTEPHEN MACINTYRELean Integration Leader, Senior Vice President | Haley & Aldrich
LCI CONGRESS 2013 | Dallas
Progress Report
How we are designing a Lean system addressing Purpose, Process, People and Performance to unleash hidden strengths and generate enduring results.
LCI CONGRESS 2013 | DallasLCI CONGRESS 2013 | Dallas
AGENDA
LCI CONGRESS 2013 | Dallas
SHOW OF HANDS Your Lean Journey
1. I’m new to Lean and just starting – I’d like to learn the fundamentals
2. I’ve experienced Lean in some process improvements and want to learn how to apply this thinking on my own.
3. I have a lot of experience and am interested in going beyond process improvement
Your Organization’s Lean Journey
1. Lean is absent in my organization
2. Lean is new to my organization
3. My organization has a Lean initiative but we aren’t getting enough results
4. My organization has a strong Lean culture, I’m here to bring back new approaches
Lean, 4Pand
Organization Design
LCI CONGRESS 2013 | DallasLCI CONGRESS 2013 | Dallas
WHAT IS LEAN?A system of thinking and acting which:
Increases ValueReduces Waste Respects People
This relies on people who “think and act” a certain way.
Lean is BY people not TO people. A supporting culture is central.
LCI CONGRESS 2013 | Dallas
How much (Lean) is seen?
PURPOSE & LONG TERM PHILOSOPHY
RIGHT PROCESS RIGHT RESULTS
DEVELOP PEOPLE& PARTNERS
OVERARCHING LEAN PRINCIPLES – 4P
MEASUREPERFORMANCE
& SOLVE PROBLEMS
Many Lean efforts focus on process waste. This works but can be tough
to make stick.
PURPOSE & LONG TERM PHILOSOPHY
RIGHT PROCESS RIGHT RESULTS
DEVELOP PEOPLE& PARTNERS
OVERARCHING LEAN PRINCIPLES – 4PEach level is necessary to create a culture in which
Need to stay in communication on design changes at each phase of design development
Capital Project ApprovalPayment Management3. ConstructionContractor SelectionInvitation to BidPrequal. 1st & 2nd StagesChange Management
Numerous delays in project prior to start of construction Need to review change orders & submittals
Construction OversightReporting4. Occupancy Mgmt..
timingexpectation
communication
Training Training Support for remaining issues Post occupancy issues slow or incompletely resolved State Fire Marshall Need smoother turnover, warranty mgmt. punch list
completion
Technology Handoffs
5. Project CloseoutRequest for Notice of Completion & Final Closeout
Punch List
PM often moves on to next project before all issues with current project are resolvedArchives Time
Financial Closeout Time
6. Capital Planning Process Support
CURRENT STATE: CUSTOMERS
Lots of Pain
Lots of Pain
Strengths
LCI CONGRESS 2013 | Dallas
CURRENT STATE: STAFF & PROCESS
• Workload Allocation • "Project Initiation"• Professional Services