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Published on: 12/10/2007
Last Visited: 12/10/2007
"It was a behavioral contract rather then a transactional contract," said Timothy Gunn, Alberici's project director at Cardinal Glennon.
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The core group at Cardinal Glennon consisted of Martin Hague (later replaced by Bud Frederick) from SSM, Tom Van Landingham from Christner, David Bonzell from McGrath & Associates, and Tim Gunn.
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"We were very deliberate about the subcontractor selection," Gunn said.
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"That allowed us to be very nimble and flexible and the owner reaped the benefit of the work," Gunn said."The lean partners were aligned in protecting the contingency instead of everyone protecting their own GMP.That allowed us to be very deliberate about sequence and coordination," he said.
"My belief is that if a contractor can get a fair fee, install efficiently, and collaborate with others, there is no way you can get it cheaper," Gunn said."Our elimination of the GMP eliminated the nonsense about 'why is the price that way,' and 'I didn't have it in the bid,' or 'give me a change order first.' It made us nimble, and at the end of the day the contractors each got a fair fee and we came in early and under budget."
Scheduling
Gunn said the idea of using the lean construction process here started with Don Wojtkowski, who was responsible for construction at SSM.
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"We engaged Lean Project Consulting as our consultant," Gunn said.
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Traditionally, Gunn explained, "the project engineer would sit by himself in a room and schedule out the whole job.
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Next up is the Phase Schedule, "which you put together with all the people who are doing the work on that phase," Gunn said.
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"Traditionally, this would be the weekly subcontractor meeting," Gunn said.
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"That is where we plan the next week's activities, such as pouring concrete on Wednesday," Gunn said.
The last step, which loops back to everything else, is Learning."We score whether people removed constraints or did the activity listed in the work plan meeting.We use a binary (yes/no) score," Gunn said."Then we do the normal project management stuff . This guy doesn't do what he says so we have to get rid of him, etc."
To Gunn, "this is a very different operating system from traditional subcontractor coordinating meetings where they say they schedule, but they don't review; where the real plan is to do as much as fast as possible without regard for sequence; where there is planning without input; and where there is no consequence for not meeting commitments."
The results at Cardinal Glennon were impressive."Our substantial completion date was October 1, 2007 and we achieved it in the middle of August 2007," Gunn said.
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Gunn and the Core Team have presented papers on it twice at Lean Construction Institute conferences, and at NACHRI, at CURT, and they are scheduled to speak at ASHE.
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