Lean Deployment Planning Guide, Version 1.1 - Under Development

Designing Your Lean Journey for a Project

John Messner, Robert Leicht, and Sagata Bhawani

Construction Innovation Center, Penn State

University Park, PA

Lean Deployment Planning Guide, Version 1.1 - Under Development by Penn State CIC is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License, except where otherwise noted.

This book was produced with Pressbooks.

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Executive Summary

The core principles of lean construction are respect for people and continuous improvement by focusing on process improvements and flow of efficiencies, thus eliminating waste and creating value in facility delivery. Encompassing all lean principles, the overarching goal for implementing lean construction is to focus on continuous improvement of people, process, and product as we deliver construction projects. This can be achieved by implementing lean holistically on a project by focusing on the commercial structure (i.e., the business), the organizational structure (i.e., the culture), and ultimately, the operating system (i.e., the project) as shown in the LCI triangle (see Figure 1) (LCI, 2010).

Figure 1: Lean Construction Institute Focus Areas

The purpose of this guide is to support a project team putting in place their operating system once their commercial and organizational structure has been established for the project. Developing a lean deployment plan for a project can help project teams to plan the lean principles and practices throughout the stages of a project by embedding them into the project management processes, ultimately delivering better value for clients while simultaneously improving overall safety, cost, schedule, and quality. The lean deployment plan is ideally meant to be developed by the project team collaboratively with a commitment to the resources and competencies needed for lean implementation, following the formation of the project team and, the development and validation of the project’s business plan.

A Lean Deployment Plan is defined as a formal plan that outlines: the project’s conditions of satisfaction, the selected methods, the plan for each method, and finally the consolidated project plan, which will be implemented to improve value creation and develop the strategy for communicating and learning from the implementation.

Research shows that applying lean on projects leads to improved safety, higher quality construction, reduced project schedule, greater productivity, and last but not least, better risk management (McGraw Hill, 2013). However, adoption of lean principles into a capital project is challenging because each project brings together team members with a vast array of experience, abilities, and knowledge, and different levels of awareness and experience with lean principles and methods. Therefore, this guide is designed to walk the project team through four steps (Figure 2) of the planning procedure systematically as you create your project specific Lean Deployment Plan, while encouraging discussion of lean principles and methods on the project. Each step in the procedure is defined and described in detail in the following chapters of this guide. Template resources are provided to help project teams work through the planning procedure, and document their project-specific lean deployment plan.

Figure 2: Lean Deployment Planning Procedure

Using the plan the project team will be able to develop a common understanding of how lean will be deployed, communicated, measured, and improved supporting the project’s conditions of satisfaction. The development of this common understanding can be achieved by collaboratively identifying the strategies and methods that serve the project requirements and then plan for their execution. As the project team works through the planning procedure, the templates provided within the guide are designed to help facilitate and document a complete plan for lean implementation. Therefore, it is beneficial for the team to collaboratively work on this plan, recording all the critical decisions that led to determining the project conditions of satisfaction, selecting methods, tracking implementation, defining the education and training strategy, communicating the plan, and improving continuously.

Audience

The Lean Deployment Planning Guide is designed to help project teams interested, or required by the project client or owner organizations, to implement lean strategies and methods on their projects. This procedure can also be used by a lean coach or a lean consultant to promote and manage the consistent implementation of lean principles and methods at a project level. It gives the project client or owner a place to start, informing them about what to ask for from projects implementing lean. Overall, the primary audience for this guide is the team recruited for a project, whether a group of individuals interested in adopting lean or a group of firms engaged in a project.

Intended Use

This guide is intended to be used as a reference in the early stages of project planning that can assist project teams to work through the procedure using the attached template resources to define their project-specific lean deployment plan, capturing the baseline for continuous improvement in current as well as across future projects. At project initiation, when key stakeholders are engaged, this guide and additional resources can be used as tools to perform a lean soft-start or lean deployment planning kick-off. The guide will serve the project team to develop a project-specific lean plan by orienting them to the lean methods that can support the project’s conditions of satisfaction. Throughout the project lifecycle, the project’s lean deployment plan, developed with the help of this guide, can also be used as an on-boarding tool and build a common understanding between new and existing members of the project team. The planning procedure in this guide can also be used to conduct training workshops for lean project planning or even method implementation planning.

Maintenance

Finally, the plan developed with the help of this guide is meant to be a living document and can be revisited to further improve or refine content as needed to maintain the successful implementation of lean principles and methods that fulfill the project’s conditions of satisfaction. With a sufficient number of implementations using the guide, we envision the ability to benchmark projects managed using lean principles and track owner organization-level or even industry-level improvements.

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Acknowledgements

We wish to thank the Lean Construction Institute for their support of this research and development activity.  We also wish to thank the LCI Research Committee and specifically the Lean Deployment Planning team, including Dr. Glenn Ballard, Dr. Tariq Abdelhamid, and Dr. Clarence Waters. Finally, we wish to thank the many industry experts who openly shared their insights and experience with us: Michael Bade, John Bechtel, Bernita Beikmann, Luciana Burdi, Chris Dierks, Dan Heinemeier, Kristin Hill, Steve Lee, Will Lichtig, Bevan Mace, Eli Mastin, Romano Nickerson, Victor Sanvido, and Bill Seed.

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Lean Construction Institute

The financial support to develop this Guide was provided by the Lean Construction Institute.

About the Lean Construction Institute and Lean Project Management

Lean Construction Institute (LCI) is a non-profit organization founded in 1997. The Institute operates as a catalyst to transform the industry through Lean, using an operating system centered on a common language, fundamental principles and basic practices. The Lean operating system provides the foundation for a different, more collaborative and more effective form of project management. Use of Lean techniques produces a transformational way of designing and building capital facilities and generating major improvements in owner satisfaction while dramatically improving schedule and waste reduction, particularly on complex, uncertain and quick projects.

With over 200 corporate members, representing the owner, designer, general contractor and trade partner communities, LCI is a voice for industry as it relates to project work.  LCI sponsors programs in education, networking and research to assist members on all stages of their Lean journey.

LCI Vision:
Transformational improvement in: the delivery of value to stakeholders, and the quality of the work environment for all participants, achieved by re-integrating a siloed industry through Lean.

Strategy:
LCI seeks to increase owner and construction supply chain satisfaction with design and construction delivery by creating demand for transformation in the owner community and developing the capacity in the supply chain necessary to meet this demand.

For more information on Lean Construction Institute, visit www.leanconstruction.org.

Lean Construction Institute
1400 N. 14th Street, 12th Floor
Arlington, VA 22209

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Citation

Messner, J., Leicht, R., and Bhawani, S.  (2018).  Lean Deployment Planning Guide – Version 1.0.  Computer Integrated Construction Research Program, The Pennsylvania State University, University Park, PA, USA, Available at https://cic.psu.edu/lean

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How can we build a culture for Lean within our project teams?

Culture starts with people.

“Culture eats strategy for breakfast.”
― Peter Drucker

Having the right culture is foundational to lean implementation, and culture starts with people. To truly initiate a lean culture, we need to embed such behaviors that support lean principles among our project teams. While using this lean deployment planning procedure and resource templates is useful as a means, the organizational and project leaders must initiate the right culture and mindset through leadership, collaboration, modeled behavior, education, and making continuous improvement part of project routine.

Leadership and Collaboration

The procedure kicks-off with setting conditions of satisfaction amongst the project stakeholders, selecting methods and identifying responsible party for each. The opportunity, throughout the process and implementation, exists for leaders to emerge through learning and mentoring in lean theory and processes. In the planning and pursuit of each method, there are built-in learning opportunities, intended to help every project member develop essential knowledge, skills, and expertise. Finally, the project leadership must integrate regular routines and behaviors to embed Lean principles and practices into the everyday, such as using plus/delta at the conclusion of meetings, the need to model the commitment to lean is essential. How will you begin modeling Lean behaviors?

Performance

The orientation of the process toward planning methods, and the subsequent tracking and improvement steps, are intended to create an awareness of performance.  Once a plan is established for each method project teams can begin to seek opportunities to improve. The target areas of improvement can help set the tone for measurement categories and specific metrics can be tracked by groups or individuals to engage them not just in the management, but the philosophy of continuous improvement that is essential to Lean adoption. How will you encourage performance and improvement?

Education

As integral to lean adoption as continuous improvement is continuous learning.  The planning procedure begins to draw this to the surface by helping teams define the initial educational plan for each method.  However, it is essential that teams also step back and consider not only the method specific understanding, but fundamentals of lean theory as well as approaches for embedding education as a value carried through the project. How will you create a learning culture on your project?

Communication

The effectiveness of the project plan is dependent on how well it is communicated to those responsible for implementing it. If a picture is worth a thousand words, consider the best options to communicate both the plan or progress in the fastest and most intuitive manner. The planning templates are oriented to allow the planned steps to be easily replaced with graphs, charts, or other visuals that will convey progress and performance. However, if these progress charts are not shared and communicated to all, their value and impact are negligible.  Where and how will you share your plans and progress?

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Planning Procedure Overview

The planning procedure is comprised of four steps.  Each step is defined based on research conducted by the Lean Construction Institute to address the consistent implementation of lean at a project level. By identifying current practices in method planning and implementation of lean across projects, these steps were developed to capture the best practices and to minimize the existing challenges supporting lean adoption.

Figure 3: Lean Deployment Planning Process

Step 1: Initiate

The key outcome from this step is the organization of a lean deployment planning session that will be attended by key members of the project team. Throughout the lean deployment planning, the goal is to finalize the project’s conditions of satisfaction (P-COS), select methods for lean implementation, plan the selected methods, and integrate the method plans into a project plan. The lean deployment planning can be organized as a one-time session to perform the entire procedure or as several sessions, whichever best suits the project team capabilities and needs.

The lean deployment planning can be made more effective by:

- appointing a lean coach, who has experience conducting lean implementations;

- developing a facilitation agenda and presentation; and

- scheduling sessions for the project team to collaborate.

A prerequisite in developing the lean deployment plan is to have a clear understanding of the client’s needs from the project. The client needs are usually captured in the project conditions of satisfaction (P-COS) during the validation phase and represent the value proposition for the project, which needs to be captured in the lean deployment plan. If the P-COS has not been developed, then it should be discussed and developed collaboratively at the lean deployment planning kick-off with project leaders, who thoroughly understand the client’s needs. Once the P-COS are recorded as part of the plan, the project team leaders need to identify a lean champion, who can be responsible for leading by example during the lean implementation.

Step 2: Select

To deliver the value represented by the project’s COS, the goal of the select step is for the project team to review specific methods in terms of their value versus implementation needs in enabling specific lean processes. For example, work clusters support organization of project team respective to the project’s core performance areas, scope, deliverables, etc. to maximize efficiency and optimize resources. Due to each project being unique, a different approach and set of strategies may be required to meet project specific requirements. Therefore, with every project, a different set of methods also need to be selected that are complementary to each other in delivering the critical project needs. The method assessment matrix and selection worksheet together assist with brainstorming for each method in terms of their value versus opportunities or challenges.

Step 3: Plan

Once the methods are selected for implementation, the team should collaboratively develop the plan for each of the selected methods during the lean deployment planning kick-off/session(s). The method planning A3 template and the method one-page summaries in the guide are intended to help project teams identify and develop the targeted methods. The planning helps to translate the P-COS into an actionable plan that can be measured and continuously improved throughout the project duration.

Step 4: Integrate

Once the implementation plan for each method has been laid out for the project, the project team should work collaboratively to integrate and further develop the metrics, educational plan and communication needed, to track lean implementation at the project level. The goal of the integrate step is to consolidate all the information from the method templates into a project A3. The project A3 is the basis for continuous reflection and improvement of the lean deployment plan. Routine events such as project plan reviews and reflections need to be embedded into the project processes with time and resource commitments to enable the project team to learn and improve. The implementation plan can also be integrated into the project’s management processes, such as scope and cost management or design development, to support overall project delivery using lean deployment.

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Step 1: Initiate

Preparing for Lean Deployment

“Start with the end in mind.”

― Stephen R. Covey

The Lean Deployment Plan is intended to be developed following the formation of the project team, and the validation of the client’s business plan for the project. Depending on the project team’s awareness and understanding of lean, the lean deployment planning can be made more effective by: appointing a lean coach, who has experience with lean implementation; developing a facilitation agenda and presentation; and, scheduling the lean deployment kick-off, which is essentially a planning session, where the key stakeholders collaboratively develop the lean deployment plan for the project using the resource templates provided in this guide.

Lean Coach

The project leadership is responsible for identifying a suitable lean coach for the project. The lean coach can vary from someone in-house to a third party consultant, depending on the project team’s maturity towards lean. By helping to identify and fulfill the project team’s need for lean education and training, the lean coach is responsible for helping the project team’s overall alignment to lean principles and practices. They should be knowledgeable of the array of lean methods and how they should be implemented throughout projects.

Lean Deployment Kick-off

The lean coach and the project leadership should then schedule the lean deployment kick-off and develop an agenda that walks the team through the planning procedure and the templates in this guide. Although the kick-off is a one-time session, the planning process can also be spread over multiple sessions depending on the project team’s capacity and availability.

Project Conditions of Satisfaction (P-COS)

A prerequisite for developing the lean deployment plan is to have a clear understanding of the client’s needs from the project. The client needs are usually captured in the project conditions of satisfaction (P-COS) during the validation phase and represent the value proposition for the project, which needs to be captured in the lean deployment plan.

If the P-COS has not been developed, then it should be discussed and developed collaboratively at the lean deployment planning kick-off with project leaders, who understand the client’s needs.

A one-page summary, including some examples of P-COS is provided in the appendix, which can be used to understand how P-COS can be developed. For the planning purposes in this guide, we refer to the overall project’s conditions of satisfaction versus the criteria for work hand-offs between phases.

We define the Project Conditions of Satisfaction (P-COS) as a set of criteria that are developed based on the client’s business needs from the project and, act as a baseline for the project team in making decisions along with the project duration. These conditions serve as common ground rules for planning and performing work as per the client’s satisfaction and all members are jointly responsible. Simply put, they function as the critical success factors for the project, which the team should consider throughout the project timeline.

Lean Champion(s)

Following the P-COS recorded as part of the plan, the project leaders should identify lean champion(s). A lean champion is different from a lean coach. A lean champion needs to be someone from within the project team, who serves as a role model in aligning with lean thinking and action while spearheading the implementation process.  The lean champion will be responsible for overseeing the deployment of lean on the project, implementing the plan.

Deployment Planning

Once all the preparations, such as the scheduled kick-off, agenda, presentation, lean coach, P-COS, and lean champion, are in order, the planning for lean deployment can be facilitated in one session (3 to 4 hours) or over multiple follow-up sessions (example: 1 hour each) depending on the project team’s schedule and capacity. Prior to onboarding members on this path, some members may require foundational lean education/training, which can be provided by the lean coach.

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Step 2: Select

Review and Select the Project Lean Methods

“The hardest thing to learn in life is which bridge to cross and which to burn.”

― David Russell

To deliver the value represented by the project conditions of satisfaction (P-COS), the goal of the Select step is to guide the project team through learning about methods, reviewing specific methods in terms of their value and implementation needs, and selecting methods that enable lean processes. Due to each project being unique, a different approach and set of strategies may be required to meet project specific requirements. Therefore, with every project, a different set of methods also need to be selected that are complementary to each other in delivering the critical project needs. During the lean deployment planning session(s), once the project team is onboard with the project conditions of satisfaction (P-COS), the lean coach and/or the project leader(s) should lead the project team through a collaborative method education, review, and selection process. Together all such resources are intended to help project teams brainstorm for each method in terms of their value in meeting the P-COS versus the opportunities or challenges due to the project team’s awareness and understanding of the methods; and, selecting a set of methods for lean implementation.

Evaluating Methods

Prior to selecting methods for implementation, the team needs to evaluate them in order to understand two aspects about the method. One, which methods have the potential to really help with achieving the P-COS and two, how experienced is the project team to implement it. The method’s potential in meeting the P-COS is based on expert judgement of the lean coach and the project leadership. The project team’s comfort level in implementing a method is based on the project team’s awareness and understanding of each method. If a method helps with meeting the P-COS, and the project team also understands the foundational process supporting that method, then they will be more willing to implement that method.

An assessment matrix (Figure 4) is recommended for use to evaluate methods prior to selection. The project team should list names of the methods in the prioritized squares. Accordingly, the priority of the methods then become evident based on its rank. Depending on the methods that rank high, the project team can further record the methods in the worksheet for future reference as well as use it during onboarding future team members.

Figure 4: Methods Assessment Matrix

Selecting Methods

The selection worksheet is designed to record the value of each method, the person or group responsible for implementing it, the education and/or training needs to implement it proficiently, and finally if the team is in consensus to proceed with planning for the method implementation. The team does not need to wait to make all final selections to proceed with the planning. If the team is convinced to implement specific methods, they can do so and new methods may be selected in the future depending on the value they bring to the project.

Figure 5: Methods Selection Worksheet

Methods Classification by Function, Process, and Phase

The methods included in this guide are organized into two functional categories to help align them with the project processes being targeted: organization and operating system. Figures 6 and 7 show frequently used methods in lean implementation classified by their function, their role in supporting various project management processes, and their timing relative to project phase, e.g. when they can be implemented. Other methods that are less common or that do not require the same level of planning by the team but still are considered in lean implementation are also included in the definitions on pages 9-10 to make project teams aware of further options. These less common methods are listed at the bottom half of the pages and are indicated using a lighter color.

Operating System Methods

Operating system methods (Figure 6) are related to the core project work and can be planned in advance for implementation when the project is about to start. For example, Target Value Design can be used to define the project targets based on customer value and then the project scope and cost can be managed to meet those targets along the project duration. This is implemented by allowing the design to be developed and the production system to be designed per the project targets offering maximum value.

Organization Methods

Organization methods (Figure 7) help align the supportive project processes that enable the project’s operating system, such as team organization, problem-solving, decision-making, etc. and help the project team set-up the groundwork before starting the project execution. For example, “Onboarding is a way for new employees to quickly acquire the necessary knowledge, skills, and behaviors to become effective organizational members.” (LCI). Thus having a pre-planned onboarding process for new project team members will increase engagement and commitment, resulting in higher performance.

Methods by Project Phase

As project teams develop, or re-visit, lean deployment at different stages of the project lifecycle, Figure 6 serves to orient project teams to the application of certain methods based upon the project development.  Some methods, such as Agile planning, are quite valuable in iterative planning of design amongst inter-disciplinary project teams.  Others, like Takt planning are targeted at the detailed production planning of construction tasks.  Some methods can span across both design and construction, such as the Last Planner System.  And a few methods, such as Choosing-by-Advantages need to be planned early, but are used on an as-needed basis, such as in critical design decision-making.

Once the classification of the methods is reviewed, specific methods can then be considered using the method evaluation matrix (Figure 4, Appendix A5 and selection worksheet (Figure 5, Appendix A6). Together, the matrix and the worksheet help the project team evaluate each method in terms of the value they bring to the customer and what is required to implement them.

Following the method selection, the team should break into working groups and develop the plans for implementing each of the identified lea methods. An A3 planning template is included to help define the key components for each method, allowing them to be customized to each project and teams’ needs.

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Step 3: Plan

Defining the ‘How’, ‘When’, and ‘Who’

“Planning is bringing the future into the present so that you can do something about it now”

― Alan Lakein

Once the methods are selected for implementation, the project team should collaboratively develop the plan for each of the selected methods.  It is strongly encouraged to develop these during the lean deployment planning kick-off and/or follow-up session(s). One page summaries of frequently used methods are included in Appendix B to help project teams learn about them and get started with planning. A method planning A3 template is also provided to guide the team in developing the targeted methods and record critical decisions regarding implementation. The planning step helps to translate the P-COS into an actionable plan that can be measured and improved throughout the project duration.

Method Planning Groups/Clusters

One of the best ways to plan for implementing the methods is to use the project team members as a key resource. Considering that every individual has unique experience and set of skills, in a group such experiences and skills are enhanced and can be used objectively to develop a plan for each of the selected methods.

During the planning session(s), the project team can be divided into smaller groups/clusters of three to five members, varying based on the number of workshop participants. Each group can then use the one-page summaries and the A3 method planning template to develop a method-specific plan. The work clusters should ideally be cross-functional and comprise members from different member organizations. Each group can be planning for more than one method, depending on the number of groups in the room.

Planning the Methods

The lean coach, along with the project leaders should facilitate the planning sessions. When groups review the method one-page summaries, the lean coach should be able to answer questions or help find answers collaboratively.

Even as groups work on the method plan, each group should appoint a leader or champion, who will be responsible to follow through with the plan or, nominate an individual or a group, who can be the method champion and assist with implementing the method along with tracking alignment.

As the project team goes through the planning process, the first step is to identify the project condition(s) of satisfaction (P-COS) that the method helps achieve or the specific purpose of implementing that method. Identifying the P-COS, will support with developing metrics that are truly indicative of progress and help the team stay focused on continuously improving during implementation. The method cluster needs to identify all the potential touch points of each specialty so that it can be planned accordingly factoring into the task-breakdown all such roles and responsibilities.

For each method being planned, the groups need to acknowledge other methods that are complementary in achieving similar P-COS. For example, using Set-based Design encourages the use of Choosing by Advantage to make a final design selection and both are included in the use of Target Value Design to manage scope and cost throughout the project duration. Therefore, all three methods can be developed in combination with each other and their task breakdowns will need to consider the points of intersection of roles and responsibilities. Having considered that, if a plan is being developed for all methods, it needs to be considered in the ‘Integrate’ step while developing a project level plan for implementation.

Going through the A3 Method Planning template, the project team needs to consider all of the above as they develop metrics, identify the needs for education and training, and develop the communication and continuous improvement plans. The page titled – Method Planning Process and A3 Template Instructions, further elaborates on which questions to consider during planning and how the template needs to be filled out to capture all critical planning information and decisions.

Methods Planning Process and A3 Template Instructions

Once the Lean methods are selected and analyzed, the project team can begin the implementation planning process. The planning can be assigned to be facilitated by Cluster Groups or the entire team. To support this process, a generic A3 Method Planning Template (Figure No. 9a & b, Appendix A) was developed to help the project team develop the method implementation plan in a systematic manner. Specific to each method, the appendix carries instruction sheets for the unique considerations, metrics, training, and communication needed to support the team’s discussion and decision-making process for each method. The

A3 template design is focused on capturing the method-level information and rolling it up to create a project-level plan.  The directions for the template are split across two figures, Figure 9a and 9B, with the corresponding directions provided to the side.

Method: At least one method template should be developed per method.  In some instances, such as the use of a method across phases, it may be helpful to refine or update the planning template to address the new contexts and team members when moving from design to construction.

Champion:  The champion is the person, or sometimes cluster, responsible for ensuring the implementation and follow-through for the specific method.  The champion should be someone engaged in the daily operations for the project.

Project (shown on Figure 9b):  The project should be identified to clarify the targeted process.  Also, once each project is complete, firms can compile methods references from multiple projects to support future teams – knowing the source project can be helpful to collect insights and advice from the project team.

Goal:  The goal is intended to re-visit the specific project goal the team is targeting. It may also be valuable to capture the key risks or challenges that are associated with that goal if the method is targeted specifically to address those challenges.

Customer(s): The customers are those receiving the outputs of this method.  Defining the customers, those that will either benefit from or will receive the output of the method, ensures that their needs are being explicitly met and value defined from their perspective(s).

Task Breakdown: The core of the A3 planning is defining the tasks that need to be performed for a given method.  In the method summaries, found in Appendix C, there are method specific questions and suggestions to help a team define the necessary tasks and steps.

Identify related methods: Many of the methods suggested in the guide are complementary.  The method summaries (Appendix C) provide indications of methods that are complementary or interdependent.  This allows the project team to help map the relationships among the methods you have selected to implement.

Metrics: Data collection should be aligned with process to minimize effort and collect metrics or values from existing systems where possible.  However, the metrics should not be subordinated to these systems, define the target measurements first, see how existing systems can be used, then add new metric collection as needed.

- Data Extraction from Project Management Systems

- Team Feedback (Interviews, Focus Groups, Plus Delta Reviews, etc.)

- Customer Satisfaction Survey

- Peer Reviews

- Other

Education Plan: One of the key challenges to successful implementation of any process or method is ensuring those responsible for it have the knowledge and skills necessary. This step focuses on identifying the education and training areas needed for the successful execution of the lean method(s). The levels of education and training should be reviewed and assessed at three levels. Who from the team needs to have a general understanding of the method (Introduction)? Who will be directly engaged in implementing or facilitating the use of a specific method (Deep Dive)? And who will take the lead in working toward mastering a method, to the level that they can serve as one of the trainers (Trainer)? Then the timing should be considered to support the Task Breakdown, and preferred options for how the training should be conducted should be captured.

Communication Plan: The communication plan focused on defining those who need to know and understand the implementation of the method, and how it can be captured and conveyed to them in a timely and effective manner.

- How will the team decide what needs to be communication and how frequently?

- How will the team confirm effective communication?

- How can the team leverage visual methods to communicate the plan?

Continuous Improvement: The key to continuous improvement is to constantly learn by measuring what has already been implemented and therefore, it is important that during implementation planning, the project team also decide the monitoring, reassessing, and learning approaches that can be beneficial on the specific project.  To develop a thorough continuous improvement plan, the team can reflect on questions that help them put a plan in place:

Reflection Questions:

- How does the team want to design their project monitoring process?

- Which methods and/or techniques will support the project monitoring process?

- How will the team decide which metrics to follow and how frequently?

- How will the team couple learning with action to make a change when needed?

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Step 4: Integrate

Integrate, Deploy, and Measure

“What gets measured gets done.  What gets measured well and fed back gets done well.  What gets rewarded gets repeated.”

― John Jones, 360° Feedback

Once the implementation plan for each method has been laid out for the project, the project team should work collaboratively to integrate and further develop the metrics, educational plan and communication needed, to track lean implementation at the project level. The goal of the integrate step is to consolidate all the information from the method templates into a project A3.

The project A3 is the basis for continuous reflection and improvement of the lean deployment plan. Routine events such as project plan reviews and reflections need to be embedded into the project processes with time and resource commitments to enable the project team to learn and improve. The implementation plan can also be integrated into the project’s management processes, such as scope and cost management or design development, to support overall project delivery using lean deployment.

An A3 template (Appendix A6) is provided to capture all critical information and decisions at the project level. The template is divided into different sections to capture the project level summary. The project team should customize each section based on how they want to represent the information visually to facilitate periodic project reviews and, initiate collaborative decision-making and problem-solving.

For example, the left half of the template will include project conditions of satisfaction and the methods selected to meet them. The metrics section can include visual data analytics for key metrics from method level to show project level performance. The metrics shown in each report can vary on a periodic basis based on priority or need for consideration of project leaders, decision-makers, etc.

The education section can be used to update training needs on a periodic basis based on new project team member addition and/or completion of training for existing members.

The communication section should include any critical information that needs to be shared with the project team regarding lean deployment. This section can also be used to highlight key protocols for how project-related decisions will be communicated and/or how team members need to behave or conduct themselves on a regular basis to support lean implementation. Reward or competition announcements can also be made using this section to show encouragement to project team members/groups who stand out for their innovative contributions.

The continuous improvement section should include what routines are needed, including those that are in place to help the project team continuously improve based on measurement of what has already been implemented. Therefore, it is important that in this section, the project team capture not just their strategy for monitoring but also assessment and learning approaches that can be beneficial to the team on the specific project.

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Citations and References

LCI (2017). LCI Lean Project Delivery Glossary, Lean Construction Institute, Available at https://www.leanconstruction.org/learning/education/glossary/, Downloaded March 9, 2018.

NIBS-bSa 2015[ Add citation to the National BIM Standard – United States, Version 3.

Jones, J. and Bearley, W. (1996).  360° Feedback: Strategies, Tactics, and Techniques for Developing Leaders. HRD Press & Lakewood Publications, Valley Center, CA.

Lean Construction Institute Learning Webpage, Available at https://www.leanconstruction.org/learning/, Visited April 2018.

Lean Construction Institute Learning Laboratory Documentation (Website Inactive at Present), Available at https://leanconstruction.org/media/learning_laboratory/Cluster_Groups/ClusterGroups.pdf, Visited August, 2018.

Takt Planning Initiative, P2SL, Available at – http://p2sl.berkeley.edu/research/initiatives/takt-planning/, Visited on August, 31, 2018.

McGraw Hill Construction, 2013, Lean Construction: Leveraging Collaboration and Advanced Practices to Increase Project Efficiency. Smart Market Report.

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Appendix A: Templates

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Appendix B: Method Summaries

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Appendix C: Method Examples

This appendix includes example methods A3s for various Lean Methods.  These are provide to guide discussions amoung the team when developing method plans.

Figure C2:  Example A3 for Pull Planning

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Version History

Version 1.0 (Dec. 31, 2018) to Version 1.1 (May 15, 2019)

- Revised the format to web-based format using PressBooks, along with multiple downloadable options to enable easier access to individual sections

- Enabled commenting on the published version on the website to capture suggestions for future revisions

- Published in various downloadable formats, e.g., ePub, MOBI and PDF

- Minor grammatical revisions throughout the document.

- Added Version History

- Added Glossary of Terms

Previous archival versions of this Guide are available at https://cic.psu.edu/lean.

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Glossary

Project Conditions of Satisfaction (P-COS)

a set of criteria that are developed based on the client’s business needs from the project and, act as a baseline for the project team in making decisions along with the project duration.