Digging Deeper: From the Roots

Digging Deeper: From the Roots LCI Dallas/Fort Worth Community of Practice

On February 20, 2019, the Lean Construction Institute's Dallas/Fort Worth Community of Practice hosted "Digging Deeper: From the Roots," an interactive panel discussion representing the full scale of the Methodist Richardson Medical Center's vertical expansion project team, from owner to trade partner. We "dug deeper" into the WHYs, HOWs for MRMC's approach to what is a truly unique partnering arrangement. This program was a "part 2" to the original, which was presented at the 20th LCI Congress.

Checking in and networking

A full house at TEXO!

Taking a group poll to learn the best days and times for "Lean Coffees"

Jennifer Lacy, CM-Lean, CPSM, quizzes the room, asking for people to stand if they are 5 or more years into their "Lean Journey."

"You are the experts in the room, and a resource to everyone else here who is just starting out."

Taking 10 minutes before the program for attendees to ask questions of those who are further along on their "Lean Journeys."

Now, on with the show!

Texas’s Methodist Health System routinely applies a philosophy of continuous improvement to their project team selection process. After trying (not always successfully) to achieve a holistic and collaborative team on previous projects, MHS made several changes – including the incorporation of Lean tools – for the selection of a CM/GC partner on one of their most important and complex construction projects to-date. This approach created a momentum that traveled past the selection process, as goals for adding value and removing waste inspired team members to seek ways to innovate the teambuilding process, project kick-off, and beyond.

Methodist's strategy towards their team selection involved issuing the RFP in the form of an A3 (and requesting the proposals to be returned in A3 format); surveying trade partners about the individual GC teams that were proposed (as opposed to just the GC firms); and using a Choosing By Advantages (CBA) worksheet to make a final decision. Scott shared that, "The score between two teams was very close, but after we completed the CBA our decision was crystal clear."

Our story provided a unique, applicable “People-Based Lean” playbook for attendees to inform both their project teaming processes and their approach to meaningful team-building, ensuring early alignment for the successful launch of any project, big or small.

Once the team was selected, they deployed similar techniques to choose their trade partner teams. Early team-building strategies included meeting offsite for a day-long alignment session; completing a D.I.S.C. personality assessment and associated interactive exercises; participating in a "True North" session (aka "Conditions of Satisfaction" etc.), and reading the book "Five Dysfunctions of a Team" by Patrick Lencioni and completing an assessment report. It wasn't all work, however; the team also went bowling and tried their luck with an escape room.

The team shared stories and metrics which clearly illustrated the beneficial impact of this teaming strategy.

Successes included an intensive, multi-team design and engineering collaboration to achieve the client's desired glass curtain wall aesthetic (without requiring patient room penetrations or necessitating cost/schedule impacts), and over $13M in cost savings or facility revenue gained.

After the program was complete, it was time for Q&A, Plus/Delta, and a little more post-event networking.

Thank you for joining us for Digging Deeper: From the Roots!

Appreciate