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Lean Construction - Prefabrication Indiana Society for Healthcare Engineering Conference Batesville, IN

Lean Construction - Prefabrication Indiana Society for Healthcare Engineering Conference Batesville, IN May 14, 2010. Agenda. Skanska Overview Principles of Lean Vehicles of Change Contractual Building. Skanska Overview.

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Lean Construction - Prefabrication Indiana Society for Healthcare Engineering Conference Batesville, IN

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  1. Lean Construction - Prefabrication Indiana Society for Healthcare Engineering Conference Batesville, IN May 14, 2010

  2. Agenda Skanska Overview Principles of Lean Vehicles of Change Contractual Building

  3. Skanska Overview • Skanska AB – one of the world’s leading construction groups • Skanska USA - $4.0 billion in revenues in 2009 • 33 national offices offer local services with the benefit of national resources • Approximately 8,200 employees nationwide • Among most financially stable and best capitalized construction firms in the world • Market sectors include: • Healthcare • Science and technology • Government • Education • Corporate commercial

  4. Skanska Overview Providence Newberg Medical Center Consistently ranked among elite construction firms in annual rankings by Engineering News-Record and Modern Healthcare Healthcare is Skanska’s primary market comprising 30 percent of business Healthcare Center of Excellence brings national resources and expertise Currently $4 billion healthcare projects in U.S. Built nation’s first LEED Gold Certified Hospital – Providence Newberg Medical Center

  5. Why Lean?Waste vs. Productivity • $15.8B lost annually due to fragmentation • $10.8B Owners / Operators • $1.8B GC’s • $2.2B Trade industry • $1.2B Architects / Engineers US Dept of Commerce Bureau of Labor Statistics

  6. Symptoms of a Broken System • Numerous RFIs • Re-design • Delays • Cost surprises and change orders • Compromised scope to "stay in budget" • Changing cast of players • Unmet expectations • Productivity losses • Claims and disputes

  7. Reaching a New Frontier Leadership, Planning and Management Lean Facilitates collaborative direction Collaborative, project based and seeks to integrate efforts to eliminate negative iterations. Learns as project evolves Develops a “network of commitments” to implement plan, evolves intelligence, measures are integrated and proactive Traditional LeadershipDictates direction Planning Partitioned by disciplines and is linear. Predictive and generally fixed, setting parameters for management Management Controls are inflexible, autocratic -processes are fixed and measures are isolated and historical

  8. Lean Principles Collaborate – really collaborate Early engagement of team members Target Value Design Last Planner – all parties involved in the schedule Elimination of waste and duplicate activities Implement the 5 S’s Continuous feedback and learning

  9. Follow the 5 S’s SortSeparate the necessary from the unnecessary Simplify Neatly arrange and identify items SweepRoutine inspections to keep workplace in perfect order StandardizeDocument methods and formalize agreements Self Discipline Hold team accountable to maintain agreed upon standards

  10. Project Delivery

  11. Typical Project Arrangement Reinforced by provisions of AIA and AGC “standard“ contracts. Owner Parties act against each others' interests Designer Contractor This relationship has become increasingly ambiguous

  12. Integrated Project Delivery (IPD) • Integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction. • IPD is the process; BIM and Last Planner are the collaborative tools One Contract

  13. BuildingPrefabrication

  14. Common Misconceptions SEA Project December 2009 Lesser Quality Redundant Design Needed Compromises Design Creativity

  15. Value to User Groups • Cost Avoidance • Open Doors to Facility Faster • User Input, Review and Approvals • Fewer changes • Fewer Inconveniences • Minimal disruption to ongoing operations • Less Manpower i.e. decrease in parking needed, safety issues, etc. • Collaborative Team Effort

  16. Southeast Addition Project Southeast Addition Project American College of Healthcare Executives

  17. Southeast Addition Project Southeast Addition Project December 2009 484,000 Square Feet 12 Stories (2 shelled for future growth) 178 Private Rooms Campus Transformation

  18. Patient Room Design Patient Room Rendering 100% Private Rooms Standardization of Spaces for Patients/Staff Acuity Adaptable Patient Rooms Same Handed (Repetitive) Design Designed by Caregivers

  19. Understanding Prefabrication Prefabrication Video

  20. Prefabrication Application • 5 Patient Floors • 3 Wings Per Floor • Corridor of each wing is being prefabricated in a warehouse 2 miles from the project, in 3 phases • Corridor rack modules • Bathroom pods • Patient room headwalls/footwalls

  21. Prefabricated Corridor Racks

  22. Prefabricated Corridor Racks

  23. Prefabricated Corridor Racks Transportation from Warehouse to Jobsite

  24. Prefabricated Corridor Racks Installation

  25. Patient Rooms Headwall/Footwall & Bathroom

  26. Bathroom Pods/Headwalls

  27. Construction Benefits Improved Safety & Quality Cost Savings Reduced Manpower Peak Reduced Waste Seismic Benefits Increased Above Ceiling Accessibility

  28. Improved Safety LTIR Industry Average 1.9* *OSHA Statistics from AGC of America 2007 Reports Safely working on corridor racks • Working on the ground instead of height Replacement Hospital with Patient Tower – Tennessee Square Feet 625,000 Man Hours Worked 1,005,874 On site Workers 715 LTIR 0.6 New Hospital Project – Tennessee Square Feet 225,000 Man Hours Worked 768,529 On Site Workers 520 LTIR 0.26 Southeast Addition Project – Dayton, OH Square Feet 485,000 Man Hours Worked 446,195 On Site Workers 310 LTIR 0

  29. Improved Quality Cleanliness of Warehouse • Controlled Environment • Cleaner – Infection Control • Materials Ordered to Specific Length • Ductwork Installation • Fewer Connections • Eliminates cross connections of piping systems

  30. Cost Savings SEA Project December 2009 • Anticipate Savings up to 1-2% of Construction Cost • Earlier Revenue Generation for MVH • 5-10% Schedule Savings

  31. Reduced Manpower Peak Estimated vs. Actual Manpower (Mechanical, Electrical, Plumbing)

  32. Reduced Waste Greenfield Hospital – Ohio Square Feet 544,443 Waste Removal Cost $138,970 New Hospital Project – Florida Square Feet 423,000 Waste Removal Cost $200,006 New Hospital Project – Florida Square Feet 480,000 Waste Removal Cost $490,083 Southeast Addition Project – Dayton, OH Square Feet 485,000 Estimated Waste Removal Cost $91,000

  33. Other Benefits • Seismic Benefits • Comprehensive Seismic Design vs. Traditional Seismic Bracing • Smaller Quantity Needed for Seismic Materials • Labor Installation Savings • Reduced Cost for Future Renovations • Increased Above Ceiling Accessibility • Improves Ongoing Maintenance for Hospital Systems • Flexibility for Future Additions/Renovations • Organization Accommodates Facility Maintenance

  34. Questions? Andrew Quirk Senior VP Skanska 615-969-3708 andrew.quirk@skanska.com

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