«LEAN IN STATSBYGG - EXPERIENCE AND POTENTIAL»

HARALD V. NIKOLAISEN AND LARS HOBERG STATSBYGG

Statsbygg - Construction Projects

• Statsbygg is a major executor of construction projects in Norway

• 160 ongoing projects

• 20-30 major projects completed every year

• Yearly revenue of NOK 3 – 5 Billion, and growing

• Spanning from small to mega projects

Opera House Architect: Snøhetta. Photo: Snøball Film AS

«Statsbyggs objektive is to produce good quality buildings and constructions - within agreed time and costs. And of course - in the most efficient way - without unnecessary use of resources! Statsbygg - A role model that sets standards and developes the Industry

Ph

oto

: Tro

nd

Isak

sen

The objective is the building process

Trends

• Organizational changes in the business sector

• Focus on business improvements

• Technical development (BIM, LCC, lean)

• Increased complexity (ex. energy)

• Multidisplinary projects

• «More value for money» • Design to cost and a more customer driven

process

• Risk management

• From detailed specifications to functional descriptions

Success Factors: • Good competence in all parts of the value

chain

• Closer co-operation between all participants

• Well defined responsibilities and delegation of authority

• Attention to the building process in design and planning

• Project management focusing on lean production

• Minimization of bureaucracy and formalism

What to do?

• Deeper knowledge and experience in process- and enterprise modelling

• Develop better cooperation and trust with consultants, contractors and suppliers

• Use other agreements and contractual procedures than traditionally used

Expected potentials in Statsbygg

• Increasing efficiency

• Cost optimization

• Supply chain efficiency

• Reduce the number of iterations during the process

• Simplify procedures

• Risk management

• Better quality at a lower cost

Statsbygg and LEAN Projects: • 2010-2012 Statsarkivet i Bergen Design and build contract LEAN Construction. 200 MNoK • 2010-2013 Domus Medica, University of Oslo Building and civil engineering contract– single contract . LEAN Construction. 524 MNoK • 2011-2013 NHH in Bergen Design and build contract . LEAN Construction. 471 MNoK • 2014-2017 Academy of Art and design in Bergen Building and civil engineering contracts - multiple prime contracts . LEAN Construction. 1037 MNoK • 2014 Haugesund Prison Maintenance of sprinklersystem Design and build contract LEAN construction

CASE: ACADEMY OF ART AND DESIGN IN BERGEN (KHIB)

(LEAN) PROCESSPLANNING in the DESIGN PHASE

KHIB: SOME FACTS…

Projectstart and designcompetition: Autumn 2005

Granting of final construction work fundings: June 2013

Total budget (pr. July 2013): 1.038 mill. NOK (incl. VAT)

Floor space (pr. July 2013): 14.500 sqm

Schedule:

2014: Detailled design / Demolition / Ground preparations

2015: Foundation works / Framework / Enveloping

2017: Scheduled completion Q2

OWNER - CLIENT: Statsbygg

ARCHITECTS: Snöhetta

DESIGNING ENGINEERS: Ramböll

1) Experiences from Lean Construction (ie. UiO Domus Medica, Oslo)

2) Lean construction seminars (ie. Porsche Consulting)

3) Takt - Train

4) Film-clip: 30 floors in 14 days (China)

And as an objective: A very lean project

Background/Lean motivation

• Strategy - An as lean project as possible in design and construction. - Lean on all levels and in all phases

• Tools - BiM - dRofus (room functional database)

KHIB PLAN : A VERY LEAN PROJECT

GENERAL PROJECT PRINCIPALS

• Transparency / Overview / Collaboration

• Culture for continous improvement

• Lean included in all contract documents

• Extended lean requirements for contractors

• Reduce, minimize or (preferably) eliminate waste

• Flow where possible

• Maximize frontloading

KHIB LEAN STEP BY STEP

1) Pre-Seminar

Discussing and preparing a lean construction strategy.

Getting to know the building.

2) Product Creation Process (w/ Porsche Consulting)

Project top level overview.

Mindshifting.

3) Now what ..? A design train and takt ..?

4) Developing and improving the lean design process

«Unfamiliar territory!»

5) Extended use of lean takt planning and construction with contractors.

- Contract review.

- Contract handover (from design to contractors).

- Frontloading (putting the puzzle together).

- Lean construction.

6) Lessons learned

PLANNING USING

LAMINATED

A0-DRAWINGS

COMPLETE PROCESSMAP LEVEL 1

DEPENDENCIES & TRANSPARENCY

EVERYONE ON THE SAME PAGE

1) Pre-Seminar

Discussing and preparing a lean construction strategy.

Getting to know the building.

2) Product Creation Process (w/ Porsche Consulting)

Project top level overview.

Mindshifting.

3) Now what ..? A design train and takt ..? From construction to design.

4) Developing and improving the lean design process

«Unfamiliar territory!»

5) Extended use of lean takt planning and construction with contractors.

- Contract review.

- Contract handover (from design to contractors).

- Frontloading (putting the puzzle together).

- Lean construction.

6) Lessons learned

KHIB LEAN STEP BY STEP

Cutting the elephant into minor manageable pieces.

Continous flow to BiM and physical construction.

Restructure flow according to contracts and milestones.

Issues/topics have appointed owners.

2-week «takt» with one 3-day big-room co-location.

Continous priority 1-2-3 (or: must-should-can).

Iteration-steps: 5 fw and 1 bw (instead of 4-3).

Efficiency: 80% effort & 20% time spent (instead of 100-100).

DESIGN TEAM OBJECTIVES

1) Pre-Seminar

Discussing and preparing a lean construction strategy.

Getting to know the building.

2) Product Creation Process (w/ Porsche Consulting)

Project top level overview.

Mindshifting.

3) Now what ..? A design train and takt ..?

4) Developing and improving the lean design process

«Unfamiliar territory!»

5) Extended use of lean takt planning and construction with contractors.

- Contract review.

- Contract handover (from design to contractors).

- Frontloading (putting the puzzle together).

- Lean construction.

6) Lessons learned

KHIB LEAN STEP BY STEP

3-DAYS BIG-ROOM CO-LOCATION

3-DAY MEETING SESSIONS

BOOKING LIST

TOPIC OWNER SHARING

TOPIC

OWNER

BIG ROOM

Common mindset for all parties involved in the project

Common objectives and tools and agreed transparency

Lean project strategy (for mindshift, construction and design)

Complete and transparent project processoverview («all in»)

Agreeing on «minor pieces» and continous flow

Assign topics with issues and owners

Agree on work-procedures and managing (decision)levels

Big-room transparency

Putting the pieces together (BiM & construction)

SUMMARY

WHY LEAN in the KHiB project?

• Lower cost

• Better control of progress. Shorten the execution time

• Increased quality of the KHiB

• A content project team

• A safe and tidy construction site with no accidents

• Statsbygg was given 14 calenderdays from start construction work to finish all works.

• At start the complete project team (consultants, contractor and project management) had a two days seminar on the topics LEAN and Last planner.

• Construction work was completed

after 11 days. («Normal» scedule was 90 days)

New sprinklers in Haugesund prison

Time and cost reduced with 30%

-51% MNOK 1,1

-88% MNOK 1

-27% MNOK 3

Experience from Haugesund Prison:

I:

LEAN within Statsbygg: We can offer buildings to lower costs and equal quality at a shorter construction time

Delete waste

Learn by experience

Collect gains

Thank you!

R5. Architect: Torstein Ramberg AS. Photo: Jiri Havran