“Lean” and “Integrated Project Delivery” – terms used interchangeably within our industry – are strategies to manage and improve construction processes.
- Maximizing efficiencies
- Streamlining processes
- Reducing inventory and waste
- Eliminating activity delays
- Consolidating resources and manpower
- Avoiding unnecessary transport of people and materials
These are just some of the ways we utilize Integrated Project Delivery (IPD) strategies to manage and improve construction while achieving optimal quality within budget. Shared financial risk/shared reward is at the foundation of IPD, based on a multi-party agreement that defines roles for the owner, designer and builder. We establish an integrated team from the get-go that includes owners, architects, engineers, facility users, subcontractors, and suppliers. We look at each step of the building process to promote continuous and reliable workflow throughout and methods to unplug clogs in the project stream.
Continuous Collaboration Courtesy of the Human Factor.
At the job site, we create a workspace complete with design studios and interactive spaces to facilitate innovation and consolidate the creation of intellectual property and management of construction. All of a project’s principal players are empowered to make decisions and to commit resources on the spot, all in the same room, to keep forward momentum. Work studios are defined by activities to be tackled, not disciplines. This “no silos” approach breaks down traditional barriers between engineers, designers and construction personnel and stimulates dialogue and innovation.
Utilizing IPD tactics to avert over-production, waiting, unnecessary materials transport, excess inventory, redundant movement, defects, and wasted talent has yielded owners cost-savings on average of 15% as compared to other similar projects, taking fluctuations in market conditions into account.