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LeanArchitecture

LeanArchitecture

MichaelF.Czap,AIA

GregoryT.Buchanan,AIA

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CHAPTER5LearningfromDetroit:InfluencesfromLeanManufacturing31 WesternManufacturingComparedwithJapaneseLeanManufacturing31 Backgrounder5.1:ProcessManagementEvolutionintheUSManufacturing Industry35 TheDesignandConstructionIndustryIsNotMassProduction39 LearningfromDetroit41 Backgrounder5.2:Constructability42 Reference47

CHAPTER6LeanManagementforArchitects51

Foreword

IhadthehonorofservingontheAmericanInstituteofArchitects(AIA)nationalboardfrom2002 through2004.Atthattime,IwasanequitypartnerinaboutiqueinteriordesignfirminAtlanta,and franklyIwasabitintimidatedaboutjoiningthiselitegroup.Iimaginedthateveryonewouldbevery high-poweredandthatIwouldbeintheshadows.Afterashorttime,though,Irealizedthatthese architectsfrombig-namefirmsweredealingwiththesameproblemsIwas:lowfees,competitive pressures,anderosionofrespectfortheprofession.Imetsomegreatpeopleontheboard,someof whomremainfriendstothisday,butIalsorealizedthattheprofessionwasfacingbigchallengesin termsofstayingrelevantinarapidlychangingworld.

LaterinmycareerImovedtoalargerfirmwherethestakeswerehigher,designingmorecomplexarchitecturalandinteriorsprojects.ThatiswhereImetGregBuchanan.HavingseenGregand MichaeldelivertheirLeanArchitecturepresentationatanAIAconvention,Iwasveryimpressedwith theirconcepts;andforseveralyearsnow,I’vehadthepleasureofseeingGregprovideguidanceand inspirationtoteammembersandclients.

NowIwillshiftgearstowhyIbelievetheLeanArchitectureapproachespousedbyGregand Michaelissoimportanttoourprofession.Ihavebeenfortunatetohaveagreatcareer,betterthanI couldhaveexpected.NowIamneartheendofmycareer,andwhatpeoplemyagedoislookback andtrytofigureoutwhatitallmeant.Soheregoes.

Inmy47yearsofarchitecturalpractice,Ihaverarelyseenthewords Lean and excellence used together.Mostarchitectsequateexcellencewithbigger,fancier,moreexpensivebuildings,whichof courserequiremoretimeandfeetodesign.ThearchitecturalprofessionintheUSgrewoutofthe beauxartsmovementofthelateeighteenthcentury,importedfromFrancebypeoplelikeThomas Jefferson.Beauxartsliterallymeans“finearts,”and,foralongtime,architectsidentifiedthemselves asmuchclosertotheartsthantoengineering.

Thatconceptionofarchitectureasafineartworkedwellforayoungcountrythatwasstriving tocatchupwithEuropeculturally.Buildingfinebuildingslikethesetookaslongasittookandcost whatitcost.Butoverthelast7decades,thesponsorshipofmajorbuildingshasincreasinglybecome theprovinceoflargecompanies.Eveninstitutionalclientssuchasgovernments,schools,andcultural institutionshaveadoptedamodernprojectmanagementapproachfortheirbuildings.

Wecandebatethedefinitionof value inbuildings,butlikemanythingsinthemodernworldthe movementhasbeeninexorablytowarddrivingdowncost.Themeanstodrivedowncosthasoftenbeen throughtechnology.HouseholdnameslikeAmazonandNetflixhavemadegoodsandservicesmore widelyavailableatlowercosts.Buttherehavebeenunintendedconsequencestosqueezingasmuch costaspossibleoutofthesystem.Airtravelisagreatexample.Multitudeswhowereflyingacrossthe countryon$300ticketsbeforetheCOVID-19pandemiccomplainedaboutcrowdedflightsanddingy airports,notrealizingthattheyhadtheairtravelsystemtheypaidfor.Amoreseriousexampleisthe healthcareindustry.ThepandemichasexposedthatourUShealthcaresystemisrunningsotightthat,

whenunexpectedneedshit,therewerenotenoughbeds,ventilators,andtestkits.Resiliencehasbeen valueengineeredoutofacriticalsystem.

Theparadoxisthatthearchitecture,engineering,andconstruction(AEC)industryhasbeen remarkablystubborninresistingthedeploymentoftechnology.Wethoughtthatadoptionofparametric3Ddesigntoolswouldleadtointeractivemodelsofbuildingswithchangesautomaticallyupdating throughoutthedrawingset,butwefoundthatthelaborcostofbuildingacomplete3Dmodelofa buildingwasprohibitivegivencompetitivefees.Somostfirmsmodeltheplansin3Dbutstillproduce thedetailsintraditional2DCAD.Enterprise3Dmodelingsoftwarehasproventobeunwieldyfor quickdesignsketchingonthefrontend,somanyyoungdesignersbootlegsimplertoolstousefor ideation,furtherundercuttingthebuildinginformationmodelingvalueproposition.

Ontheconstructionsideoftheequation,wehaveonlytowalkdownthestreetandseetallbuildingsbeingbuiltwithcast-in-placeconcrete.Low-paidworkersessentiallybuildthestructuralframein wood,pourtheconcrete,riptheformworkdown,andthendoitalloveragainonthenextfloor.Not exactlyahigh-techapproach,butaslongastherearelow-wageworkersavailablethismethodworks outtobelesscostlythansteelorothermethods.

ButdespitethefactthattheAECindustrylagsothersintechnology-drivenefficiencygains,feesfor architectsremainstuckwheretheywere20yearsago.Duringboomtimes,feesmayedgeupabit,but assoonasthere’sadownturntheracetothebottomonfeesreturns.Previousgainsarewipedout,and we’rebackwherewestarted.So,lowfees,marginalprofitability,boom-and-bustmarket,scarcityof humancapital–doesthissoundlikeaprofessionthatcaninvestheavilyintechnologicalinnovation?

Allisnotlost!Architectscanstillsucceedifwereimaginethewaywework.That’swhythisbook issoimportant. LeanArchitecture:ExcellenceinProjectDelivery laysoutanapproachtowhatwedo thatstartsfromthepremiseofnotdoinganythinginthedesignprocessthatdoesn’taddvaluetothe finishedproduct.Documentonlywhat’snecessary,anddocumentitonetimeinoneplace.

AlthoughadoptingaLeanArchitectureapproachwillgeneratecostsavingsinproducingthework, itwouldbeshort-sightedtoseeitasjustacost-cuttingtool.Savingsinproductiontimeandcostcanbe reinvestedininnovationanddesignexcellence.Asaresultoftightfees,manyarchitectstodaybemoan thelossoftimeforcreativewanderingintheinitialstagesofdesign.LeanArchitecturecanhelpus rediscoverthattime,evenwithcompetitivefees.Soit’sreallyaboutabetterdesignatalowercost, andthatwouldmovethearchitecturalprofessionoutofthedarkages,complainingaboutlackof respect,andintothesamekindoflower-cost,better-qualityvaluepropositionthathaspropelledthe AmazonsandNetflixesoftheworldtosuccess.

Forarchitects,thisisthebookweneedatthemomentweneedit.Thankyou,GregandMichael.

Acknowledgments

Afewthanks.Notmanypeoplehavecareersthatarenotinfluenced,enabledandshapedbyothers. Herearesomewhohaveaffectedmine.

WayneBarger,AIA,isthefirstpersonIworkedwithwhoeffectivelymodeledwhatagreatproject managerdoes,providingeffectiveleadershipwhilestayingoutofthewaysopeoplecoulddotheir work.Agoodlistener,Waynelookedforandpromotedgoodideaswherevertheycamefrom.

GrantA.Simpson,FAIA,combinesacolorfulcharacterwithintellectandkeeninsightintothe realitiesofarchitecturalpractice.Wemetin2004,andwithoutaskinghesignedmeuptospeak withhimatthatyearsTexasSocietyofArchitectsannualconvention.Wefoundwehadquitealotin common;often,whatIcouldnotquiteputinwordsGrantcouldwellsummarizewhiledistillingthe underlyingprinciples.

Mycoauthor,GregBuchanan,AIA,hasbecomeagoodfriend,andIamgratefulforhiscontributionstothisbook.WeeachattendedtheUniversityofIllinoisatUrbana-Champaign–about10 yearsapart.GregandIbothshareapassionforunderstandinghowtoproducebetterprojectsandto sharethatwithothers.Wehavedifferentapproachesbutsimilarideas,andIbelievethatstrengthens thisbook.

Myparents,DonaldandMarionWilkins,whotookinafosterkidandhelpedhimgrowup.

Mywife,Lynn,lovesmenomatterwhatandknowshowtoputmeinmyplacewhenneeded.She alsoconsidersmethebestarchitectaround.

JesusChrist,theLord,isdescribedintheNewTestamentasthearchitectandbuilderofacity withfoundations.Italsosaysthatinhimarehiddenallthetreasuresofwisdomandknowledge.Ihave foundthatmybestideasandinsightshaveoftencomeafteraskinghimforhelp.

Almosteveryoneweencounterinourcareershelpsshapeourviewpointsandapproachesto problem-solving.Iwanttorecognizeseveralindividualswhohavebeenexceptionalteachersandmentorstomeandacknowledgemyfamilyforalwaysbeingtherewhenneeded.

MydraftingteacheratChampaignCentennialHighSchool,EdwardA.(Al)Boehm,whocoached meontherigorrequiredtoexcelattechnicalarchitecturaldrafting-skillsthatarestillrelevanttothis dayeventhoughthetoolshavechanged.

OfallmyprofessorsattheUniversityofIllinoisatUrbana-Champaign,MichaelKyong-ilKim, PhD,AIA,NCARB,inspiredadesireinmetoquestionwhythingsarethewaytheyare.Histeaching philosophyisofacomprehensiveintegrativeapproachthatexposesstudentstothemultiplebuilding systemsrequiredtoacttogethertobecomeasingulardesignexpression.Iadmirehimforteaching multiplegenerationsofprofessionalstothinkbeyondthenormal.

MichaelF.Czap

xii Acknowledgments

KennedyK.(Keddy)Hutsonwasmyfirstprofessionalmentor.Hetookachanceonhiringmefor myfirstpositioninanarchitect’sofficeasaninternduringgraduateschool.Ilearnedmanylessons fromhim(andothers)intheshorttimeIwasemployedthere.AfterIgavenoticethatIwasleaving topursueanopportunityoutofstate,hisresponsewasoneofsupportandencouragementtopursue whatwasbestformyfuture.ThatlessonhasstayedwithmeandissomethingIpassalongtothoseI havementoredduringmycareer.

Mycoauthor,MikeCzap,AIA,forourfriendshipandcollaborationovertheyears.Thisbook bringsoursharedpassiontofruition,butnottheend.Thanksforyourinsights,perspective,andmost importantlythesharingofLeanArchitecture.

Mywife,Lori.Thanksforyourloveandsupportinwritingthisbook.Youhavealwaysencouraged mypursuits,andIcouldnothaveaskedforabetterpersontosharemylifewith–Iloveyou.Toour son,Samuel,anddaughter,Natalie,Iamproudofyoubothandlookforwardtoseeingyoupursue yourdreams.

Andmyparents,GeorgeandValerie,withoutwhomIwouldnothavebeenabletopursuemy dreamtobeanarchitect,andaspecialthankstomydadforhiscontributiontochapter5.

Preface

Thepracticeofarchitectureencompassesmanythingsfromdesigntodrawing–andnowmodeling;the useofmaterials,thecreationofplacesandspaces,andofcoursetheclientswhomakeitallpossible. Somewhereamidalloftheseisthepursuititself–thepassionforexcellenceineveryaspectofthework.

Thisbookisanendeavortobringattentiontoamethodologyforthatpursuitthatcanwithstand thepressureofthetimesandfacilitatethedeliveryofourworkwithexcellence.

Overtheyearstherehavebeenmanyresourcesaddressingthemechanicsofprojectdelivery suchasgooddraftingpractice,theessentialsofdrawingorganization,andgraphicstandards.Inthe mid-1980s,asfirmsbegantoadoptcomputer-aideddesign(CAD),booksproliferatedonthebasicsof CADandhowtodrawlinesandellipsesortoaddandnamelayers.Whatwasmissing,though,wasa discussionofstrategyonhowtoemployCADeffectivelyonsmall,medium,orlargeprojects.

Arecognitionofthechanginglandscapestartedtohappeninthemid-1990sasGrantA.Simpson, FAIA,andlike-mindedcolleaguesatHKS,Inc.,alargeDallasarchitecturefirm,begantorethink architecturaldocumentation.Theydevelopedideaslikedefaultscheduling,instructionalsystems,and workingincontext,ideasthatenabledarchitectstocreatedocumentsthatwereintuitivetoprepare andmorereadilyunderstood–notjusttocopyinformationbutalsotoleverageknowledge.Theyalso begantosharetheseideasatconferencesandtowriteaboutthem.

Thedesignprofessionals’practiceshifteddramaticallyagainintheearly2000swithwidespread accesstotheInternet,globalization,andtheuseofbuildinginformationmodeling(BIM)software. Newbooksandonlineresourcesemergedtoaddressthedifferentprocessesandmodelingtechniques andthemanypossibleusesfordata-richmodels.However,thechallengesfacingarchitectsbeforeand duringCADresurfacedagaininslightlydifferentways.

Around2001MichaelF.Czap,AIA,beganusingtheterm LeanArchitecture todescribethethinkingandunderlyingideasforanapproachthatnotonlybuiltuponthearchitect’straditionofcraftand sufficiencybutalsolookedatimprovingprocessestostreamlineworkacrossafirm(FigureP.1).It includeddevelopingastrategicapproachthataddressedthewholeofprojectdeliveryandnotjustour useoftechnologyorhowtodrawandmodel.HedefinedLeanArchitectureas:

Theongoingprocessofrethinkingandimprovingarchitecturalmethodology.Itisthepursuit ofbetterworkbyapplyingLeanprinciplestoeveryaspectofpractice.Itisaboutsmarter informationflowandunderstandinghowweperceiveandprocessinformationinorderto becomebettercommunicatorsamongourselvesandwiththeultimateusersofourservices. LeanArchitectureisnotaboutskippingimportantsteps,omittingnecessaryinformation, ordoinglessthanthestandardofcare.Tothecontrary,itisidentifyingwhataddsvalueand reducingoreliminatingwhatdoesnot.

FIGUREP.1 Earlypresentationcirca2001.

WhyLean?Itistheterminologybestassociatedwithadvancingprocessmethodologyinmanufacturing,softwaredevelopment,management,construction,andhealthcare.Thereareothersimilar approachesoutthere,severalofwhichwewilldiscussinthisbook.

SimpsongraciouslyinvitedCzapin2004tospeakwithhimatconferences,andCzapstarted toweaveinthetopicofapplyingLeantoarchitecturalprojectdelivery.Hewroteseveralarticlesto supporthisthinking,includingcoauthoringwithSimpsonthechapteronconstructiondrawingsin TheArchitect’sHandbookforProfessionalPractice,15thed.(2014),whichincludesasectionon LeanArchitecture.

In2011,GregoryT.Buchanan,AIA,joinedtheeffortwithCzapandhelpedtoexpandthefocusto addressrethinkinghowfirmsworkandchangeforthebetter.Broughttogetherbyapassiontoeffect projectdeliverybydrawngontheinfluencesofprocessimprovementandLeanthinking,Czapand Buchananbeganpresentingtheirsharedideasin2013toabroaderaudience.

Manyhaveaskedwhatresourcesthereareonthetopic,andweareawareofnone.Thereisa broadeninginterestwithinourprofessiongloballyontheapplicationofLean,andthisbookisajoint efforttomoreformallycommunicateideasaboutimprovingthepracticeofarchitecture.

WewillattempttothoroughlyaddressthetopicofLeanasappliedtoprojectdeliveryandto intertwinethemsothatyounolongerthinkofonewithouttheother.Weincorporateexamplesfrom bothwithinandoutsideourprofessiontoconnectconceptsandpracticesandtoshareapproachesand

solutionsthathaveworked.Thereisnosinglepathtoexcellenceinprojectdelivery,butweprovide insightsandsharepracticalapplicationsthatwebelievewillhelpgetyoutheremorequickly.

Itisnoteasytofosterchangewithinanorganization,letaloneacrossaprofession.Wedobelieve thatamidtheeconomicandtechnologicalchanges,whencombinedwithgoodfinancialpractices,a passionforclientserviceanddesignexcellence,Leanoffersanenablingprocessmethodologyforthe twenty-firstcentury.

MichaelCzapandGregoryBuchanan

Introduction

WHOISTHISBOOKFOR?

Unlessyouareseriousabouttransformation,implementingLeanacrossyourfirmmaynotbeforyou. Necessaryingredientsincludeacommitmentoftimeandresourcesandperhapsmostimportantlya willingnesstotrynewideas–tochallengeandthenchangethewaysyouhaveworkedbefore.Experiencehasshownthatitismoredifficultatthebeginningthanjustdoingthingstheoldway.Yes, long-standingpracticesmaybefinenow,butaretheyreallymovingtheneedletohigherproductivity andimprovingyourabilitytodeliverprojectswell?Wethinknot.Competitionandfeepressurecontinuetoforcefirmstodomorewithless,andthetimeisalwaysrighttobecomemoreeffectiveand toemploycommonsenseapproachesthatquestionlong-heldassumptionsandpractices.Itisradical onlybecauseitisdifferentfromwhatyouaredoingcurrently.WhenyouexperienceaLeanapproach, youcanstepbackandstarttoseewhatispossible,andtheconceptsbecomeclearer.

Whenthereareprofession-shakingeventsliketheGreatRecessionof2008ortheglobal COVID-19pandemic,majorchangesoccurintheeconomicsofconstructionandarchitecture. Projectsgoonholdorareindefinitelydelayedcreatinganatmosphereofuncertaintyandleadingto staffreductionsorworseoutcomessuchasbankruptcyorclosure.Mostofyouhaveexperienceda significantchangeintheworldinresponsetomajorevents,suchastheincreasedsecurityscreeningat airportsfollowingthe9/11attacks.Majoreventstendtoexposestructuralweaknessintheeconomy orsocietyatlarge.Theyalsotearatthefabricofafirm.

Itisourobservationthatmostcompaniesdonotoperateonalevelseekingtoimprovequality andefficiencybutareinsteadconcernedwithindividualprojectprofit,winningthenextcommission,orearningdesignawards.Webelieveitispossibleandvitaltothinkabouteachofthesewhile simultaneouslybringingimprovementtoprojectdelivery.Thisiswhowearewritingfor.

WHYDIDWEWRITETHISBOOK?

ALeanapproachtoarchitecturalorengineeringpracticeoffersvaluewhentimesaregoodandwe cannotfindexperiencedstafftohire,andwhentimesarenotsogoodandweareunabletoretainstaff. Itoffersthepromiseofdoinghigher-qualityworkmoreproductively.

Tomovefromabstractconceptsandobtainbuy-in,Leanmustbeexperiencedfirsthandbythe peopledoingthework.Theyknowthedailydifficultiesandrecurringissuesandaregenerallyreceptive toapproachesthatsavethemtimeandprovidebetteroutcomes.

Wearewritingthisbookbecauseofamutualcommitmenttoworkingsmarterandachieving betterresultsandwiththedesiretosharethatwithothers.Itisapassionwehaveincommonwith manydesignprofessionals:thatgreatdesignmustbemorethanjustthree-dimensional;itshouldbe

deliveredwell,and,inthisincreasinglycomplexworld,theclients’andcontractors’experiencewith usshouldbeonewheretheprojectflowswithasfewinterruptionsaspossible.

Likemanyreadingthisbook,bothauthorsherehavechangedjobsmorethanonceintheircareers. Eachtimehasbeenanopportunitytolearnhowanewfirmoperatesandthewaystheydotheirwork. Whileeachisunique,oncewegetsettledinandobservehowthingsarerun,ithasbecomeobvious thatthetechniquesareessentiallythesameandthereislittleinnovationoccurring.Oddlyenough,we findthatpeoplewanttoimprovebutdonotknowhowtoandtherearefewresourcesavailable.Many peoplehaveinquiredwheretheycanlearnmoreaboutthesubjectofLeanfordesignprofessionalsand requestmorein-depthinformationaboutourapproaches.Thisbookprovidesamuch-neededresponse tothesequeriesbutisnotafix-allapproachorastep-by-stepmanual.Itiswrittentoserveasaresource tohelpyouunderstandLeanthinkingandbegintoseehowtoapplythatinyourfirm.

ORGANIZATION

Thebookisbrokendownintofourparts:(1)BuildingBlocksforaLeanPractice;(2)AreasofStrategic FocuswithApplications;(3)ImplementingLean;and(4)FinalWordsandAdvice.

PartI,BuildingBlocksforaLeanPractice,isfoundationalandestablishesanoverallframework forLean.Itexploresprocessmanagementtheories,identifiesthedesigner’sproblem,theprimarygoal ofadesignpractice,andobservesLean’srootsinmanufacturingandhowthatcaninfluencethedesign profession.

PartII,AreasofStrategicFocuswithApplications,exploresstrategicareasoffocus,applyingLean toprojectmanagement,qualityassurance,documentation,andtheuseoftechnology.

PartIII,ImplementingLeansharescommonpitfallsanddifficultiesyouarelikelytoencounter, alongwithapproachesthatwehaveseenworkforsmall,medium,andlargefirms.Weassesstheuse oftechnologyingeneralandprovideabasicprogramtohelpyoureffortstorethinkfirm’spractices.

Finally,PartIV,FinalWordsandAdvice,summarizeswherewethinkLeanfitswithinyourfirm andprovidesanumberofobservationsformakingithappen.

Throughoutthebookweuseexamplesfrombothwithinandoutsidetheprofessiontoillustrate foundationalideasandconcepts.Andbecausetheyarerelevanttomorethanonearea,youwillfind thattheprinciplesandthemesrecurinmultipleplacesinslightlydifferentforms.

Weareinvitingyoutojoinusaswelearnhowtothinkandworksmarter.Weconcedethatsome ofwhatwewriteaboutinthisbookwillbecomeobsoleteovertime;however,theprinciplesandthe thinkingthatunderlythemwillnot.Ifyouwillseektounderstandthefundamentalideas,theycanbe appliedtocreatenewmethodologies,asindustryacceptedpracticeandtechnologycontinuetoevolve.

LeanArchitecture

PART I

BuildingBlocksforaLeanPractice

CHAPTER 1

AProfessionRipeforChange

ANEVOLVINGPROFESSION

Upthroughtheearly1980s,mostarchitecturalfirmsintheUnitedStatesemployedacraftapproach whereproficiencywiththetoolsoftheday–pencils,pens,andinstrumentssuchasT-squares,triangles, parallelbars,andcompasses–tooktimetodevelop.Thesewereusedwithdraftingmediasuchas sheetsofvellum(paper)orplasticmylartocreatedrawings.Alongthepathwaytomasteringtheartof drafting,withtherequisitelineweightsandconsistentlettering,onelearnedhowbuildingswereput togetheranddetailed.Withsomeexceptions,firmsweregeneralistinnatureandworkedonavariety ofprojecttypeswithinalimitedgeographicarea(Figure1.1).

Duringthatsamedecade,profoundchangesbegantohappendriveninlargepartbytheemerging revolutionintechnologyandalittlelaterwithglobalization.Withtheabilitytobothcommunicatein realtimeandtravelinexpensively,theconsolidationofarchitecturalandengineeringfirmsbeganto occur.Fast-forwardingtothe1990sandbeyond,thisledtothecreationofmanylarge,multinational corporationsthatofferedaglobalpresence,skilledfinancialmanagement,deeppoolsoftalent,and theresourcestomarkettheirservices.IntheUnitedStates,organizationsof30–100peopleappearto havebeentheprimetargetsforacquisition.Soleproprietorshipsandsmallfirmsweremostlyspared andtothisdaystillcomprisethemajorityofdesignpractices.Theycontinuetothrivebyhavingthe abilitytodeliverprojectslessexpensivelyduetoalowercoststructureandinherentagility.Lacking thedepthoftalentandotherlargefirmadvantages,manyofferboutiqueandpersonalizedservices, whileothersleveragelocalandpoliticalrelationshipstocompetewithmedium-tolarge-sizedfirms, bywhomtheyareoftenengagedaslocalpartners.

WHEREWEARETODAY

Professionalpracticetodayisquitedifferentandcontinuestoevolveatarapidpace.Mostlarge practicesareorganizedintooneormorespecializedmarketsectorsofferingabreadthanddepth ofknowledgeinbuildingtypessuchashospitality,K–12,industrial,retail,highereducation,office,

andhealthcare.Greatvalueisplacedonaestheticdesignforitsownsakeaswellasthebuilding’s performancerelativetoitsenvironmentalimpactandresiliency.

Design-sideprojectdeliveryhasbecomeamorecomplexendeavorwithmultipleprojectstakeholdersandvaryingoptionsforconstruction.Design–bid–buildisnolongerthedefactomethod,with alternativessuchasdesign–build,constructionmanageratrisk,integratedprojectdelivery(IPD),and someothervariationscommonplaceintheUnitedStates.

FIGURE1.1 Hand-drafteddetails.

Intermsofarchitecturalprojectdelivery,thefollowingchallengescanhinderfirmsfromconsistentlydeliveringprojectswithexcellence:

• People:Mostemployeestodayarecollegegraduatesandarrivewithaworkingknowledgeof thesoftwareandhardwaretoolsinuse.Intimespasttheywouldserveinanapprenticetype roleandlearnthetoolsofproductivityfromseasonedprofessionals.Theinverseisoftentrue nowwherethoseindividualswiththeknowledgeofbuildingsystemsandconstructabilityare notproficientwithtoolsofdesignandproduction.

• Materials:Buildingsystemshavebecomeproprietaryandmultifaceted.Traditionalexterior materialssuchasmasonry,stucco,andglazingremaininuse;however,manufacturershave createdsignificantdifferentiationwithinindividualproductsandsystems.Advancesinbuilding materialssciencehascreatednewclassesofproductswithelevatedperformancecharacteristics.

• Regulation:Buildingcodes,accessibilitystandards,andotherformsofregulationhaveincreased andoftenoverlapwitheachother.

• Time:Thedesireforreturnoninvestmentandtheabilitytocommunicateinformationimmediatelyhaveservedtoincreaseexpectationsformorerapidprojectdelivery.Thecompanionto thisisanexpectationfornearlyconcurrentdecision-making.

• Environmentalism:Theoilembargoofthemid-1970sandconcernfortheearthhavebrought energyefficiencytotheforefrontofdesignwithagreaterfocusonlong-termbuildingperformanceaswellasunderstandingthehealtheffectsofthematerialsused.Thegoalofcarbon neutralityisnowattheforefrontofsustainabledesign.

• Litigation:Formanyofthereasonsnotedinthischapter,thedesignprofessional’sriskshave increased.

Eachdecadeandgenerationseebothdramaticandevolutionarychangesthatcreatenewchallengestotheprofessionandthatcangetinthewayofdeliveryexcellence.Projectdeliverymustadapt andtransformwiththetimeswearein.

THEPRIMARYOBJECTIVE

SomewouldsaythattheAmericangameoffootballhasbecomethefavoritepastimeintheUnited States.Aswithmostteamsports,footballhasoneobjective:toscoremorepointsthantheopposing sidebeforetimerunsout.Itisacomplexgamewithsophisticatedstrategiesandplays.Thestakes canbehigh,andteamsemployaformidablearrayoftalentonandoffthefieldtogaintheslightest advantage.Footballisalsoasimplegameastheonlygoalistomovetheballforwardonoffensewhile theopposingdefensetriestothwartthateffort.Eachteamtakesturnsdoingthis.

Inmanyways,thearchitect’sobjective,likefootball,isbothcomplexandsimple.

Thearchitect’sprimaryobjective,atthemostbasiclevel,istoobtainworkandprogress itthroughthefirm.Themovementforwardofaprojectisthemechanismforbilling,and therearefewsituationswherethetimelyadvancementofworkisdetrimental.

Manyfirmscloselymonitortheirprojectfinancialstodetermineiftheyaremakingmoney,but fewengageinsystematiceffortstogetbetteratdeliveringtheirwork.Theydonotdevisestrategiesor createdifferentplaystomovetheballforward,sotospeak.Bycontrast,significanteffortisexpended bysportsteamsjusttoprepareforasinglegame,letalonetheentireseason.

Sometimeswemakeourworkmoredifficultbyintroducingotherobjectivesthatgetintheway ofadvancingthework.Peripheralindustryinitiatives,thepursuitofprofitatallcosts,andkeeping upwithchangingtechnologiescancreatedistractionand,ifwearenotcareful,becomeahindrance themselves.Whileeachofthesehasaplace,afinelineexistsbetweendistinguishingwhatbrings ongoingbenefitversuswastingtimeandeffortonvariousobjectivesfortheirownsake.

SOUTHWESTAIRLINES

Inaninterviewwith Slate (“TheSouthwestSecret–Howtheairlinemanagestoturnaprofit, yearafteryearafteryear”),anexecutivewithSouthwestAirlinesdiscussedtheirongoinggrowth andcontinuedprofitability(Figure1.2).HenotedthatSouthwestrealizedtheyonlymademoney offtheirplaneswhentheywereintheair.(https://slate.com/business/2012/06/southwest-airlinesprofitability-how-the-company-uses-operations-theory-to-fuel-its-success.html)Theyfocusedtheir operationaroundthisideaandworkedpurposelytokeepoperationssimple.Southwestfliesonly oneseriesofjets,theBoeing737,whichmakesaircrafttrainingandmaintenanceforpilotsand mechanicslesscomplicated.Boardingproceduresarestreamlinedbynotassigningseats.Thismakes logisticseasierwhenaplaneistakenoutofserviceasanother737withacomparableseatinglayout canbeused.“Bagsflyfree”reducesdelaysfromlast-minutebaggagehandlingatthegate.Every

FIGURE1.2 SouthwestAirlines.

effortismadetofacilitaterapidboardinganddeplaningoftheaircraft.Southwestprimarilyflies pointtopointwithquickturnaroundsoftheiraircraft.

Southwestworkshardtoprovidegreatclientservice,andtheyknowhowtomarketwell. Nonetheless,thegoalandfocusoftheiroperationistokeepplanesintheair.

Ifthearchitect’sandengineer’sgoalistoadvanceprojects,wewanttosimplifytheefforttodo thatandeliminateeverythingthathindersordistracts.Yes,itwouldbeshort-sightedtothinkthat obstacleswillnotarisefrommanyplaces,butconsiderthatoneofyourjobsistoidentifyandmitigate them,reducingthenegativeeffectstothegreatestextentpossible.

Thelesscomplicatedwemakeitforstafftoperformtheirwork,themorelikelyprojectscanmove aheadwithoutthewastefuliterationscausedbyovercomplexityandlackofclarity.Likewise,theeasier itisforourclientstocomprehendourideasandrecommendations,thelesslikelyredesignwilloccur duetomisunderstanding.

DISTRACTIONS

Itwouldbehumorousifthefocusofasportscontestweretoshifttotheplayersuniformsinlieu ofthestrategytowinthegame.Theheadcoach’sfashionsensewouldbecomemoreimportant thantheteam’swinsandlosses.Muchcomparisonandcommentarycouldbemadewithfanscastingvotesonwhichteams’uniformsarethemoreinnovativeandfashionable.Playerscouldadd embellishmentsreflectingtheirpersonalinterests,aesthetictaste,orevencurrentorpastevents.It mightbecomeimportantwhethertheuniformswerelocallytailoredormadeinanothercountry. Theycouldalsobeevaluatedonthetechnologiesincorporatedwithintheuniformsalongwiththe fabric’sintrinsicpropertiesandperformancedata.Wemightalsoestablishaformalizedprocess andcreaterequirementstocertifyuniformsforusebyplayers.Imaginethecontroversyifajersey werefoundtohavemissedastepinthecertificationprocessandoneofthecolorswasashade off–cancelthegame!

Whodoesnotenjoywell-designedapparelandseeingtheirteam’sattirechangefromgame togame?Ultimatelythough,theyarestilljudgedonwhethertheybringhomevictories!Inthe sameway,ifthedesignprofessional’sjobistodeliverprojectswellandprogressingtheworkis themechanismforbillingourclients,itisinourinteresttobecomeexceptionallygoodatmoving projectsaheadandtominimizedistraction.

Thefollowinglisthighlightspracticalgoalsandwayswecanbegintoworkdifferentlywhenwe lookatourfirmsthroughadifferentlens:

• Learnhowtobettercommunicatewithclientsusinggraphicsand3D.

• Createtoolsandprocessestoguidethedecision-makingprocess.

• Understandwhatyourconsultantsneedtoperformtheirworkwellandmakesuretheygetit inatimelymanner.

• Moreeffectivelyorganizegeographicallydiverseteams.

8 Chapter1AProfessionRipeforChange

• Deviseuncomplicatedwaystoutilizesoftware.

• Strategicallymodelanddrawlessbyunderstandingwhenandwhattomodelandcreatingmethodsfordealingwithrepetitiousinformation.

• Makedeliverablesanddocumentseasiertoproduce,understand,andnavigatebyendusers.

• Designandengineerprojectsconcurrently.Toooften,currentpractice,evenwithconstructabilityreviewsisasequentialprocessunabletopreventwastefuliterations.Asmuchaspossible, doworkcorrectlythefirsttime.Understandwhen right isnotdefinedaswhatonethinksbut whatoneknows.

• Raisetheawarenessandexpectationforskillfullyput-togetherbuildingsthatwellexpressthe designintent.Afterall,isitacceptabletopoorlydelivergreatdesign,oranydesignforthat matter?

Commonsense, logical,reasonable,and pragmatic arejustsomeoftheadjectivesthatcanbeused todescribeapproacheslikethese.Wewillexaminemanyoftheminthisbookandencourageyouto rethinkyourfirm,astheprofessionisripeforchange.

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