21st Annual LCI Congress

Date(s) - 10/14/2019 - 10/18/2019
9:00 am - 5:00 pm

Fort Worth Convention Center

9:30 AM | Closing the Gap on Workforce Development (W1D)
Track: Overcoming the Waste around People and Behaviors

Within the past seven years, Southland Industries formed a strong partnership with San Francisco-based organization CityBuild to assist in the interviewing, instruction and hands-on training that may ultimately encourage the hiring of Pre-Apprentices through local unions to work on projects in with a real-world application. We believe this model should be replicated across the country to help identify and build a willing and capable workforce. CityBuild operates and partners with local unions and union contractors in order to prepare their students as they enter the construction industry. The CityBuild program is 18-week course that trains clients on basic construction practices, physical education and appropriate behaviors to be successful in the trades.

10:40 AM | Last Planner System Improvement Project (W2E)
Track: Overcoming Design and Planning Challenges

LPS 2.0 suggests a step back from planning master schedules by using an improved method of risk assessment and management in project execution planning to make projects more flexible to disturbances. Additionally, Last Planner 2.0 recommends the use of location-based work structures to assist the user. In defining the roles and responsibilities identified in the learning of breakdowns, reserving capacity will simplify in carrying out those responsibilities and the metrics needed for managing the project. Using Last Planner in design is simple, as the program provides legible instructions for the user to strengthen their understanding of the program’s potential for increasing productivity and dealing with the challenges of planning.

1:30 PM | Keep your eye on the Target (W4E)
Track: Overcoming Design and Planning Challenges

Parametric estimating continuously monitors costs while the design is developed, in conjunct with teaming the architect, CM and major trade contractors for the life cycle of the project. For owners, there is significant growth potential in helping end users eliminate low priority “wants” and instead focus on high priority “got-to-haves”. By keeping eyes on the prize and implementing LEAN techniques, real-time cost feedback is integrated into the design process that consistently produces results across the board.

2:40 PM | Using the Last Planner System to Mitigate Impacts of a “Fast-Pace” Mega Project (W5B)
Track: Overcoming Challenges in the Field

Learning new Lean concepts and tools can answer the question of why mega projects fail so often, as well as shedding some light on new ways on how to successfully mitigate project failure using Lean Tools with a sharp and systematic approach. General contractors can authentically and positively improve the culture of a project if they learn how to measure success, apply what they have learned and maintain momentum moving forward. With a focus on strengthening communications and encouraging cooperation, Last Planner can create an environment that promotes safety, care and respect for others.

3:35 PM | A Leap of Faith: What happens when an Owner and Partners fully embrace Lean IPD (W6E)
Track: Overcoming Challenges for Owners

Most owners know that selecting the right partners is crucial to creating the right culture, implementing the right processes and tools to meet or exceed expectations. The same IFOA partners were used for multiple IFOA projects, allowing the team to learn, grow, and innovate together from one project to the next, making considerable gains and leading to significantly improved project outcomes.

4:30 PM | Team Fusion! The collaborative delivery of Banner Boswell ED and Tower Expansion (W7C)
Track: Overcoming Design and Planning Challenges

In the pursuit of making lives better, Banner Boswell ED and Tower Expansion has improved the Banner Boswell campus with a modernized Geriatric Emergency Department and 192 modern private patient rooms under a CMAR agreement attached to a design team under a modified master services agreement to deliver the multi-phase project. Banner use of the Lean Toolkit surrounds an agreement to “brand” the effort under the name “Team Fusion”, with all internal references directed at team members to play their role as part of Team Fusion in lieu of their company name. In accordance with the branding of Team Fusion, there will be specified use of “Cluster Groups” to align Owner’s Reps, Trades, Designers, cost estimators and BIM specialists around focused portions of the work; a weekly “Big Room” report out meeting where the progress of the work is to be reported out; Use of A3 problem solving and CBA decision making as well as a Single BIM model coordinated to less than 1” by permit set; and alignment of the work by use of a vigorous “Conditions of Satisfaction” effort.

4:30 PM | “That’s not what I wanted!” – What customer defined value means in the real world. (W7D)
Track: Overcoming the Waste around People and Behaviors

Case studies on conflict resolution can teach us how to implement tools for effective communication and educate us on where we may have blundered in the past. PennFirst is a team comprised of Penn Medicine, LF Driscoll/Balfour Beatty JV, BR+A, HDR, Foster + Partners, and Southland Industries completing Penn Medicine’s “Pavilion” project in Philadelphia, PA.



Thursday, October 17

Panel 1 – Safety (T2B)

11:20 AM | One Team One Dream – Connecting Safety Professionals for a Common Cause (T2B-1)
Track: Overcoming Challenges in the Field

The combination of General Contractor, Owner and Trade Partners is a joint effort that reinforces the concepts of collaboration and continuous improvement (kaizen) in implementing Lean practices to create a culture built on safety that is felt, respected and enforced at all levels of construction projects. By utilizing the talents and knowledge of an entire team, a project can change size and scope and place the focus back on the people performing the work and add value for the owner and end-users.

11:20 AM | Driving to 0.0 EMR: Using lean thinking to create high value Safety with less. (T2B-2)
Track: Overcoming the Waste around People and Behaviors
Southland’s Safety Department is using lean practices–such as 5S, process streamlining, auditing for leading indicators, A3 for root cause analysis, and prevention through design– to improve its processes and thereby ensuring a more efficient and cohesive program throughout the company. Doing so has led Southland’s Safety Department to an 80 percent reduction in incident rate since 2010. Companies who understand the importance of implementing 5S in their own spaces, the use and limitations of A3s for root cause analysis, how to leverage technology to increase field time for safety personnel and role of design in “Design in Safety” will surely understand what it means to streamline a process with continuous improvements every step of the way.

1:30 PM | Project Team Engagement (Whiting-Turner Contracting Company, Southland Industries) (T3F)
Track: Live Lab
An ideal project team fosters effective communication, manages commitments and stays on track. An effective way of handling a large and unique project is by use of the Last Planner System, scheduling weekly Phase Plan meetings, Friday Pull Plan meetings and daily Last Planner (field) check-ins, to name a few methods of maintaining employee engagement and avoiding scheduling conflict. Business efficiency can always be improved, and like most things in the workplace, it starts with teamwork and effective communication.