Lean Construction. XXXXX will be utilizing the “Last Planner System” to develop and implement a phased schedule that supplements and support the mutually agreed upon Master Schedule. This will require time commitment from officers and supervisors of Subcontractor. Subcontractor will be required to provide input and commitment to the final schedule. Periodically “pull planning” sessions will be held to refine and expand on the detail in the Master Project Schedule. These sessions will require the subcontractor’s superintendents and foremen to brainstorm and create detailed activities and resource requirements that support the Master Schedule. After all subcontractors agree to each other’s input, all parties will commit to this updated schedule. Six week look-a-head schedules will be reviewed and updated each week and will be the basis of a Weekly Work Plan (WWP). All subcontractors will be required to submit their WWP on a weekly basis prior to that week. The WWP will consist of a production plan in which quantity goals as well as weekly manpower requirements established consistent with meeting the overall project schedule. The project schedule and WWP will be monitored and updated each week during the construction phase by the whole project team. Monitoring and evaluation will cover not only future activities; but completed activities will be evaluated from a “lesson learned” perspective in order to measure and record team members ability to meet the committed objectives and improve on future planning activities. Project team members will be held accountable for meeting these goals.
Lean Construction. The Consultant will participate in and use Lean approaches and tools to work collaboratively with the Authority to design and construct the Project in the most efficient manner possible that meets all of the Authority’s values for the Project. The Authority anticipates that it will use the following Lean approaches and Tools: a “Big Room” approach to the design phase; a Target Value Design process; and Last Planner™ System production planning both for the design and construction phases of the Project. The Authority may use other Lean approaches and tools, including but not limited to A3 and Choosing by Advantages decision making processes. The goal is that the Authority, the Consultant, and other key stakeholders will work as an integrated Project delivery team within existing statutory and contractual frameworks. Lean Construction applies specific management tools to achieve the objectives of a lean production system – deliver exactly what the customer wants while maximizing value and minimizing waste.
Lean Construction. Contractor will employ Lean Construction principles on this Project.
