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
− 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:
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Healthcare
Science and technology
Government
Education
Corporate commercial
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Skanska Overview
− 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
Providence Newberg Medical Center
Consistently ranked among elite construction firms in annual rankings by
Engineering News-Record and Modern Healthcare
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Why Lean?
Waste vs. Productivity
$15.8B lost annually due to fragmentation
$10.8B Owners / Operators
$1.8B GC’s
US Dept of Commerce Bureau of Labor Statistics
$2.2B Trade industry
$1.2B Architects / Engineers
Symptoms of a Broken System
− Numerous RFIs
− Changing cast of players
− Re-design
− Unmet expectations
− Delays
− Productivity losses
− Cost surprises and change
orders
− Claims and disputes
− Compromised scope to "stay
in budget"
Reaching a New Frontier
Leadership, Planning and Management
Traditional
Leadership
Dictates 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
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
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
Follow the 5 S’s
Sort Separate the necessary from the unnecessary
Simplify Neatly arrange and identify items
Sweep Routine inspections to keep workplace in perfect order
Standardize Document methods and formalize agreements
Self Discipline Hold team accountable to maintain agreed
upon standards
Project Delivery
Typical Project Arrangement
Owner
Reinforced by provisions of AIA
and AGC “standard“ contracts.
Parties act
against each
others'
interests
Designer
Contractor
This relationship has
become increasingly
ambiguous
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
Building
Prefabrication
Common Misconceptions
− Lesser Quality
− Redundant Design Needed
− Compromises Design Creativity
SEA Project December 2009
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
Southeast Addition Project
Southeast Addition Project
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American College of Healthcare Executives
Southeast Addition Project
− 484,000 Square Feet
− 12 Stories (2 shelled for future growth)
− 178 Private Rooms
− Campus Transformation
Southeast Addition Project December 2009
Patient Room Design
− 100% Private Rooms
− Standardization of Spaces for Patients/Staff
− Acuity Adaptable Patient Rooms
− Same Handed (Repetitive) Design
− Designed by Caregivers
Patient Room Rendering
Understanding Prefabrication
− Prefabrication Video
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
Prefabricated Corridor Racks
Prefabricated Corridor Racks
Prefabricated Corridor Racks
Transportation from
Warehouse to Jobsite
Prefabricated Corridor Racks
Installation
Patient Rooms
Headwall/Footwall & Bathroom
Bathroom Pods/Headwalls
Construction Benefits
− Improved Safety & Quality
− Cost Savings
− Reduced Manpower Peak
− Reduced Waste
− Seismic Benefits
− Increased Above Ceiling Accessibility
Improved Safety
− Working on the ground instead of height
Replacement Hospital
Square Feet
Man Hours Worked
On site Workers
LTIR
with Patient Tower – Tennessee
625,000
1,005,874
LTIR Industry
715
0.6
Average 1.9*
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
*OSHA Statistics from AGC of America 2007 Reports
Safely working on corridor racks
Improved Quality
− Controlled Environment
− Cleaner – Infection Control
− Materials Ordered to Specific Length
− Ductwork Installation
− Fewer Connections
− Eliminates cross connections
of piping systems
Cleanliness of Warehouse
Cost Savings
− Anticipate Savings up to 1-2% of Construction Cost
− Earlier Revenue Generation for MVH
− 5-10% Schedule Savings
SEA Project December 2009
Reduced Manpower Peak
Estimated vs. Actual Manpower (Mechanical, Electrical, Plumbing)
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
Other Benefits
− Seismic Benefits
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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
Questions?
Andrew Quirk
Senior VP
Skanska
615-969-3708
andrew.quirk@skanska.com