Commissioning for Profit, Performance and Windsurfing Bomex 2016
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The Lean Commissioning approach that we have implemented on a number of projects gets the team to the finish line early with less stress and better performance. WHY not I would rather be windurfing that dealing with half dead zomie contrrols long after the rest of the team have exited the project. #BOMEX2016
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Commissioning for Profit, Performance and Windsurfing Bomex 2016
- 1. BOMA National Conference Commissioning for Productivity, Performance & Windsurfing Murray Guy, Integrated Designs
- 3. WHY should we care about Commissioning? I would rather be windsurfing than dealing with …
- 4. “Half Dead ZOMBIE Controls” that wake in the night piss off your customers and eat away at profit
- 5. WHY should we care about LeanCx? Wouldn’t it be better to expand the Little Black Box
- 6. Get Projects Completed 6 Months Early? So we can go ...
- 7. Hiking in Sedona to look at Petroglyphs
- 8. Dad: What is that commissioning stuff you do? Please HELP … How do you explain Commissioning?
- 9. Quality Based Method to Achieve Successful Projects Purpose to Reduce the Cost of Construction Projects Increase Value to Owners & Occupants A disciplined process of checks and tests that are needed to deliver successful projects
- 10. We need to understand and verify the design meets clearly defined Owners Project Requirements (OPR)
- 11. A system to check and test for Quality & Performance
- 12. Verify the right equipment is being supplied (Shop Drawings)
- 13. Verify equipment is installed properly
- 14. Verify systems meet perform requirements
- 15. Verify systems work together & pass functional tests
- 16. Ensure operations are prepared to run the facility with confidence
- 17. Verify that all Systems work together with an Integrated Systems Test Would you buy an Airplane if all the Systems were not tested? Dad that is commissioning!
- 18. Dad, Commissioning is Like Golf!
- 19. Eliminate Zombies in Your Game (Guitar Strings & Diorama) Play the game by the rules (ASHRAE Guidelines) Paint a clear Target (Project Requirements) Verify the Design is on Target Check the right equipment & interfaces Test for system performance Test that systems work together (IST) Deal with all performance related issues Prepare staff to run the facility Get to Done is Done (Hole in One) It takes Discipline to Play the Game
- 20. Now getting back to Done is Done … so we can go Windsurfing in the Gorge
- 21. Now how do we get Done 6 Months Early? Commissioning Design Construct LeanCx Done is Done
- 22. What would it take? Two Main Barriers •Inefficiency •Bad Behavior
- 24. Collaborate Engaged No Constraints Focused Work Blame Work in Silos Promise .. Don’t Deliver Bad Designs Bad Attitude Excuses Promises Completed Value Fix Bad Behavior
- 25. 09/23/16 LCI-C Overview 25 History of “lean” Glenn Ballard Greg Howell
- 26. The Lean Project Delivery System is based upon the Toyota Production System
- 27. Working in Silos is not Productive!
- 28. We need to Collaborate as a Team
- 29. Focus on the Right Work
- 31. University of Winnipeg Science Complex & Richardson College for the Environment University of Winnipeg Science Complex & Richardson College for the Environment Why not adopt a PRODUCTION SYSTEM for Construction
- 32. To achieve reliable WORK FLOW
- 33. LeanCx Process Summary • The Last Planner System is a Production System for Construction • Based upon bottom up Collaboration & Planning by the people doing the work • It drastically improves work flow by removing constraints • It adds accountability for getting work done • It Works, Lean Construction Institute – Canada www.lci-c.ca
- 34. Profit Lean Approach to Commissioning?
- 35. Okanagan College KelownaTrades Centre Living Building Challenge Project #2 Kathleen Lausman Lean Commissioning Case Study As leaders in the community it is our duty to protect the planet and demonstrate that triple bottom line economics work. For our second Living Building Challenge project, we have adopted Lean Project Delivery to raise the bar even higher as we want less cost, less time and to be fully commissioned at substantial completion.
- 36. It takes a TEAM to deliver projects early and at less cost
- 37. “Half Dead ZOMBIE Controls” that did not deliver Performance, Measurement & Verification of NetZero that we needed for Living Building Certification until 8 Months after completion! Client was motivated
- 38. Two Day Last Planner System Boot Camp
- 39. Simulations & Training on HOW to work as a Team 39
- 40. To create Predictable Work FlowManage the commitment and promises needed for the Cx Team
- 41. Hold the Team Accountable on a Weekly Basis Percentage Planned Work Completed (PPC) Progress is measured by tracking the # of systems functionally tested
- 42. It takes a Collaborative Team Effort
- 43. Getting to Done is Done is worth the effort Commissioning Design Construct LeanCx Done is Done
- 44. LeanCx delivers VALUE Less money, time and effort?
- 46. Adoption of Lean Commissioning? Presentations San Francisco, Boston and Calgary Projects: Okanagan College, Mosaic & Onion Lake Lean Construction Institute
- 47. Is anyone else using LeanCx o We want to demonstrate thatTriple bottom line economics work for commercial real estate. Our return on investment will be in the productivity of our people, recognition as good stewards of the planet and from the financial benefits of having Net 0 energy bills. Dennis Cuku Mosaic Center for Community and Commerce Canada’s first private commercial Living Building Challenge project
- 48. Can we use LeanCx on a Non Lean Project? LeanCx is about creating a TEAM with a SYSTEM that COLLABORATES to be more productive, achieve higher performance and make more money. That works for any project!
- 49. Some early examples of LeanCx • Manitoba Hydro LEED Platinum Office Tower o Electrical Panels Early completion of Podium Levels Milestone • Saskatchewan Center for Disease Control o Integrated Systems Test Drop Dead Occupancy Date Milestone • Innovation Place Testing Milestone (Done is Done) o Seven Day Test Milestone
- 51. Summary • There is VALUE in completing projects in less Time, Cost and with Higher Performance • Assemble the TEAM based upon Qualification and ability to work together to create VALUE • Implement the Last Planner SYSTEM to plan, implement and hold the team for the promises needed to achieve reliable work flow • COLLABORATE often to continually improve work flow
- 52. University of Winnipeg Science Complex & Richardson College for the Environment University of Winnipeg Science Complex & Richardson College for the Environment WOW .. Less time, less cost, less risk, higher performance Technique/Tool: Value Stream Mapping
Editor's Notes
- Traditional projects often just focus on delivering successful projects which is getting more challenging as construction costs rise. It is getting more challenging to close the gap. Qualified builders need to be engaged at THE START of a project to achieve “Best Value”
- Traditional projects often just focus on delivering successful projects which is getting more challenging as construction costs rise. It is getting more challenging to close the gap. Qualified builders need to be engaged at THE START of a project to achieve “Best Value”
- Traditional projects often just focus on delivering successful projects which is getting more challenging as construction costs rise. It is getting more challenging to close the gap. Qualified builders need to be engaged at THE START of a project to achieve “Best Value”
- Traditional projects often just focus on delivering successful projects which is getting more challenging as construction costs rise. It is getting more challenging to close the gap. Qualified builders need to be engaged at THE START of a project to achieve “Best Value”
- Design Commissioning Bad Place
- IDI business Plan is base upon an Amory Lovin’s Stategic Issues Paper Barriers to High Performance Building Design Half Dead Zombie Controls: Graphic Standard and Commissioning Nobody ever got fired for making things too big….Integrated Design & Energy Simulation Modeling Total Life Cycle Cost Solutions High Owner Involvement Currently saving over $500,000 per year in Energy Alone Amory Lovins Rocky Mountain Institute Hunter Lovins
- IDI business Plan is base upon an Amory Lovin’s Stategic Issues Paper Barriers to High Performance Building Design Half Dead Zombie Controls: Graphic Standard and Commissioning Nobody ever got fired for making things too big….Integrated Design & Energy Simulation Modeling Total Life Cycle Cost Solutions High Owner Involvement Currently saving over $500,000 per year in Energy Alone Amory Lovins Rocky Mountain Institute Hunter Lovins
- IDI business Plan is base upon an Amory Lovin’s Stategic Issues Paper Barriers to High Performance Building Design Half Dead Zombie Controls: Graphic Standard and Commissioning Nobody ever got fired for making things too big….Integrated Design & Energy Simulation Modeling Total Life Cycle Cost Solutions High Owner Involvement Currently saving over $500,000 per year in Energy Alone Amory Lovins Rocky Mountain Institute Hunter Lovins
- IDI business Plan is base upon an Amory Lovin’s Stategic Issues Paper Barriers to High Performance Building Design Half Dead Zombie Controls: Graphic Standard and Commissioning Nobody ever got fired for making things too big….Integrated Design & Energy Simulation Modeling Total Life Cycle Cost Solutions High Owner Involvement Currently saving over $500,000 per year in Energy Alone Amory Lovins Rocky Mountain Institute Hunter Lovins
- Our industry is BROKEN up to 40%of the cost is waste that can be eliminated
- Workflow is defined as the handoff from one activity to another. On every project, there are hundreds or thousands of individual activities that have to take place in order for design, develop and complete construction. Every single one of those activities can be classified in one of two ways: Value Added or Non-‐Value Added. Activities that add value to the project and efficiently move it closer to completion are considered Value Added. Activities that do not add value to the project or move it closer to completion are considered Non-‐Value Added. Unfortunately, the current state of construction reveals a shockingly low percentage of value added activity – about 10%. This is not to say that we can eliminate 90% of the tasks in construction because they are not value added – there are some activities that may not directly add value but are necessary to support the project - even manufacturing hasn’t been able to completely eliminate non-‐value added activities – but the opportunity to dramatically improve construction outcomes is fantastic.
- Toyota, Boeing, FastCap, Virginia Mason Hospital, etc…
- IDI are working with OC and PCL to deliver there second Living Building Challenge Project
- Traditional projects often just focus on delivering successful projects which is getting more challenging as construction costs rise. It is getting more challenging to close the gap. Qualified builders need to be engaged at THE START of a project to achieve “Best Value”