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LeanArchitecture LeanArchitecture MichaelF.Czap,AIA GregoryT.Buchanan,AIA Thisbookisprintedonacid-freepaper.
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Title:Leanarchitecture:excellenceinprojectdelivery/MichaelF. Czap,GregoryT.Buchanan.
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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.
GregoryT.Buchanan
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.