LAST PLANNERS CONSTRUCTION PHASE OnBoarding Presentation WOW How

LAST PLANNERS CONSTRUCTION PHASE On-Boarding Presentation “WOW! How We Make This Project A Success!”

Icebreaker question…. . ON-BOARDING PRESENTATION Introductions 2 WELCOME ! 9/10/2020 General Info

Agenda General Info • Introductions • Client & Project Information 9/10/2020 • Ground Rules • Pull Planning Simulation – Block Tower • Last Planner System • Closing Questions – Ideas to improve 3 • Parade of Trades Simulation – Dice ** ON-BOARDING PRESENTATION • Lean and Integrated Project Delivery

Ground Rules Today General Info • No “Rank” in the room – we are equal peers • Help team stay on task • Return from breaks / be in your chair on time • Safe zone – ask questions – no fear… ON-BOARDING PRESENTATION • Listen – Engage the material – Keep an open Mind 4 • One Meeting – no side bar discussions 9/10/2020 • Phones / Devices OFF - check them at break

General Info OVERVIEW Start Bill’s Video 5 ON-BOARDING PRESENTATION 9/10/2020 Project & Client Info

Client Info General Info • • Predict Plan Produce Perfect UHS insists we apply Lean on their projects! ON-BOARDING PRESENTATION 4 P’s for Project Success 9/10/2020 (Staff Vice President – Facilities) 6 Client Bill Seed’s

Project Info General Info Project Parameters Future 9/10/2020 • Phase 1 of a larger master plan • 5 Story / 178 k SF Building • 28 CTU Rooms • 5 OR’s NORTH • 140 Beds Future Temecula Parkway Future 7 • All ‘I’ Occupancy ON-BOARDING PRESENTATION • Type 1 A Construction

Project Info ON-BOARDING PRESENTATION 8 INTEGRATED TEAM 9/10/2020 General Info

Project Info ON-BOARDING PRESENTATION 9 Profit can increase as Risk Management decreases • Innovation • Productivity • Reducing Waste 9/10/2020 General Info

Project Info General Info Conditions of Satisfaction • Lowest Cost to Construct in the State 9/10/2020 • Patient and Family Centered Care • Fastest to Market in the State of California • Positive Community Support and Impact • Satisfied Staff and Physicians 10 • 30% More Operationally Efficient ON-BOARDING PRESENTATION • Safe Environment of Care for Patients and Staff

Client Info • Headquarters in King of Prussia, PA • 60, 000 Employees • 26 Acute Care Hospitals • 201 Behavioral Health Facilities • 9 Outpatient Facilities & Surgical Hospitals ON-BOARDING PRESENTATION Corporate Info Universal Health Services, Inc. 9/10/2020 General Info 11 • Operate in 32 states, DC, and Puerto Rico

ON-BOARDING PRESENTATION Lean And Integrated Project Delivery (IPD) 12 LEAN / IPD 9/10/2020 LEAN / IPD Info

What is Lean? LEAN / IPD Info To deliver the most value from your customer’s perspective while consuming the fewest resources, just in time, perfectly. ON-BOARDING PRESENTATION In Leadership Culture / People; Processes; and Tools / Technologies 13 Adding More Value & Reducing Waste 9/10/2020 Lean Involves:

What is Lean? LEAN / IPD Info 5 Lean Principles • Value Stream • Ensure that activities in the schedule or process add value for customer • Pull • Bring the service, materials, and or labor only when required • Flow • Seek smooth, continuous work flow • Perfection ON-BOARDING PRESENTATION • As defined from the eyes of the customer 9/10/2020 • Value 14 • Create a culture of continual improvement

Lean Is…. . LEAN / IPD Info • … Something to “Sprinkle” onto other activities and projects. • … A Perfect Copy of Lean Manufacturing. • … Merely a set of tools or processes. ON-BOARDING PRESENTATION • … A “Slash & Burn” Approach. 15 • … A Quick Fix 9/10/2020 Lean Thinking is NOT:

Waste is…. LEAN / IPD Info EFFORT WAITING REWORK OF ERRORS INVENTORY MOVEMENT PROCESSING UNDER-UTILIZED TALENT 16 OVERPRODUCTION ON-BOARDING PRESENTATION 9/10/2020 Waste is: Anything that consumes resources but does not provide value for the customer

Integrated Project Delivery (IPD) is…. . LEAN / IPD Info • Breaks down “Silos” 9/10/2020 IPD Integrated Project Delivery: • Eliminates Waste • Builds Trust • Improves Performance/Processes 17 • Encourages Innovation ON-BOARDING PRESENTATION • Fosters Collaboration

Typical Non-IPD Mentality LEAN / IPD Info -- Brick Walls From Years of Adversarial Contracts and Claims -- Geotech Site Structural Traffic Steel Mechanical Food Service Mechanical Electrical Materials Electrical Plumbing Medical Equip Plumbing Landscape Elevators Interior Parking Silo Operations Diagnostics Landscape Framing Pharmacy Floor Cover Admin Painting Silo 9/10/2020 CM/GC ON-BOARDING PRESENTATION Civil Owner 18 Architect

UHS Temecula IPD Integration LEAN / IPD Info INTEGRATED Structural TEAM Core / Shell Project Operations Interiors Build-out MEP/FP IS-IT ON-BOARDING PRESENTATION Medical Equipment Site 19 Community Operations Public Relations 9/10/2020 Healthcare User

Typical Lean / IPD Tools LEAN / IPD Info • Last Planner® System 9/10/2020 • Pull Planning • Weekly Work Plan • Good 5 Why • Plan Do Study Adjust (or PDSA) A P S D 20 • Reliable Promises ON-BOARDING PRESENTATION • Percent Plan Complete

Successful Leadership LEAN / IPD Info “If you know everything already, you will have a tough time succeeding on this project. ” CAUTION: Don’t say: “I’ve been doing lean my whole career. It just has a new name now!” Collaborate – talk first, talk frequently, then act Innovate – “How can I do this better today? ” “What if we … ? ” ON-BOARDING PRESENTATION Learn – Relentless, Rapid Learning 21 Trust – lead with trust…extend trust first… 9/10/2020 Leaders on this project are expected to:

Productivity LEAN / IPD Info 22 Current Distribution Of Time Spent During Construction ON-BOARDING PRESENTATION 9/10/2020 Eliminate Waste - Convert Waste Into Profit

Productivity LEAN / IPD Info Named for Chief Engineer Taiichi Ohno who asked staff to stand in a ~ 1 Meter Diameter circle for 30 minutes to observe work and look for waste – one part of his efforts to triple the productivity of Toyota’s factory workers in span of 10 years, key element of the Toyota Production System. 23 ON-BOARDING PRESENTATION 9/10/2020 Ohno Circles – Stand Observe

Productivity LEAN / IPD Info ON-BOARDING PRESENTATION 3 rd Floor Ext. Framing — LF/MD 24 2 nd Floor Ext. Framing — LF/MD 9/10/2020 • Video Studies

Productivity LEAN / IPD Info • Video Studies ON-BOARDING PRESENTATION 9/10/2020 3 rd Floor Ext. Framing — LF/MD 25 2 nd Floor Ext. Framing — LF/MD

ON-BOARDING PRESENTATION 26 How has LEAN/IPD benefited us so far? 9/10/2020 LEAN / IPD Info

27 ON-BOARDING PRESENTATION 9/10/2020 Parade of Trades™

Assumptions 2. 3. 4. 5. 6. The project is complete when 35 units have been processed by each of seven trades in sequence. The trades come onto the project one week apart. Work is completed and available to the next trade once a week. The trades work in sequence, with each following trade able to work only on what was produced in the previous week by the prior trade. Work is done by rolling a die (singular of ‘dice’) and passing the number of units rolled—up to the number of units the trade has to work on. The number rolled represents the amount of work accomplished each week by the crew. On average each crew is able to produce 3. 5 units of work in the week. Each dot on the dice represents one crew work unit. The cost of one crew unit is $1000. “Cost” includes direct and overhead. Cost 28 excludes profit. ON-BOARDING PRESENTATION 1. 9/10/2020 Parade of Trades © 2010 Lean Construction Institute

29 ON-BOARDING PRESENTATION 9/10/2020 Parade of Trades © 2010 Lean Construction Institute

Concrete Die Paint Mason Electrical Facade Plumber 30 Carpenter ON-BOARDING PRESENTATION Chips (the units of work) & Score Sheet Move 35 units of work through 7 trades. Work is completed at the end of the week and passed to next trade. Place materials on table as shown. 9/10/2020 Parade of Trades © 2010 Lean Construction Institute

Parade of Trades © 2010 Lean Construction Institute 31 ON-BOARDING PRESENTATION 9/10/2020 Scheduling and Estimating

Parade of Trades ON-BOARDING PRESENTATION 32 1. What is the average roll on a die? ( your crew’s average capacity ) 3. 5 Units / week [ 1+2+3+4+5+6 = 21/6 = 3. 5 ] 2. How many weeks will it take each trade to finish their work to move 35 units through their station? 10 ( 35 / 3. 5 = 10 weeks ) 3. How many weeks will it take the team to finish moving all 35 through all 7 work stations? 16 First Trade takes 10 weeks, second trade should finish one week later, or week #11, etc so 7 th station finishes Week #16. 9/10/2020 In A Perfect World – Time and Capacity

Parade of Trades ON-BOARDING PRESENTATION 33 1. Ideally, how much capacity, or the total of everyone rolling the die, is needed to finish? 245 Each person rolls average of 3. 5 units for 10 weeks 7 trades work for 10 weeks 3. 5 roll X 10 weeks X 7 trades = 245 total rolled (how much capacity your team needs to get all 35 units through the last station? On avg!) 2. So if it costs us $1, 000 / crew unit X 245 = $245, 000 Cost includes overhead, excludes profit What would you add for profit? $ 37 K Let’s just say 15% Profit 15% would be $37 K + 245000 = $ 282, 000 9/10/2020 What Would You Bid To Do This Job?

DISCUSSION #1 ON-BOARDING PRESENTATION 36 What are the results? Which team “won”? Why? What caused the different results? 9/10/2020 Parade of Trades

DISCUSSION #1 Parade of Trades Red: Green: 1 + 2 + 3 + 4 + 5 + 6 = 21 21/6 = 3. 5 2 + 3 + 4 + 5 = 21 21/6 = 3. 5 3 + 3 + 4 + 4 = 21 21/6 = 3. 5 What if average roll were 3? 3 + 3 + 3 +3 = 18 18/6 = 3 ( zero variation ) ON-BOARDING PRESENTATION Black: 1 + 2 + 5 + 6 = 21 21/6 = 3. 5 37 Blue: 9/10/2020 WHAT IS THE DIFFERENCE

Results by Computer Parade of Trades Worst Average Best 1. 2. 2. 5. 5. 6 1. 2. 3. 4. 5. 6 BLUE BLACK 2. 2. 3. 4. 5. 5 2. 3. 3. 4. 4. 5 RED 3. 3. 3. 4. 4. 4 GREEN 38 1. 1. 1. 6. 6. 6 ON-BOARDING PRESENTATION 9/10/2020 # Weeks to Complete SIMULATION PLAYED 1000 TIMES © 2010 Lean Construction Institute

DISCUSSION #2 ON-BOARDING PRESENTATION 39 What die might represent the job that might have the next safety incident? The job with more risk for an injury to occur? 9/10/2020 Parade of Trades

DISCUSSION #3 ON-BOARDING PRESENTATION Why the bad finish? 40 Why did you have a great start? 9/10/2020 Parade of Trades

DISCUSSION #4 Parade of Trades ON-BOARDING PRESENTATION Which die would you rather have? 41 When we have trouble on a project and get behind schedule, which die do we ask our team/trades to use? 9/10/2020 Which die is most like a project?

DISCUSSION #5 Parade of Trades ON-BOARDING PRESENTATION Does our scheduling software and processes measure variation/reliability? 42 or a reliable die? ( Like red or green ) 9/10/2020 If you had a choice, which die would you prefer? a fast die? ( like blue or black )

DISCUSSION #6 What would be the specific advantages of improved work / flow reliability on your projects? ON-BOARDING PRESENTATION http: //www. youtube. com/watch? v=Suugnp 5 C 1 M 43 Watch the video at this link: 9/10/2020 Parade of Trades

How Will We Get Reliable? ON-BOARDING PRESENTATION 44 The Last Planner® System is how we will plan our production to improve reliability! 9/10/2020 Parade of Trades

Break

The Last Planner Planning System ON-BOARDING PRESENTATION 46 The Last Planner® Planning System is how we will plan our production to improve reliability! 9/10/2020 Last Planner System ®

Last Planner Planning System Basics Last Planner System ® Why do we use the Last Planner Planning System? On average, how many of these ten tasks would be completed on the day that the group had promised? 9/10/2020 IF a group of specialists ( designers and trades ) met today, and they promised to complete ten tasks next week on specific days; Answer A. B. C. D. ON-BOARDING PRESENTATION Let me see a “show of hands” to see what the class thinks No. of Votes For Each Answer 3. 0 - ( 30 percent reliable ) _____ 4. 8 - ( 48 percent reliable ) _____ 5. 4 - ( 54 percent reliable ) _____ 7. 2 - ( 72 percent reliable ) _____ 47 Remember the Parade of Trades Dice Simulation – The Last Planner Planning System Helps set us up to be reliable, predictable, to roll 3’s and 4’s w/ green dice

“ To produce the right product at the right time in the right quantity for the customer and to produce exactly what you need and nothing more… ” TAIICHI OHNO creator of the Toyota Production System

The concept of pull and Just-In-Time (JIT) were inspired when Ohno visited a Piggly Wiggly supermarket. Ohno saw how the goods were only reordered and restocked once they had been bought by customers.

The Customer Supplier Principle • Everyone is either a customer or a supplier • A customer receives goods or services • A supplier provides what’s wanted • Everyone is both at the same time • A customer who must receive something in order to provide something wanted

What is “Pull Production”? Customers take what they need Suppliers replace only what is taken

Why Pull? Pull plan to avoid producing work that’s not really needed

Projects As Networks of Commitments Get Give Architect Get Give Get HVAC Give Get Plumbing Give Drywall Get Give Electrical Team members … Production Target • Ask for what they need from their “suppliers” • Commit to provide what their “customers” need

Create a Pull Plan for Building This

Elements of “I Get / I Give” Card Your company name, scope or discipline Card # What you need from others to produce your deliverable Dates you’ll start and finish Your estimate of how much time you’ll need to for the work – assuming you don’t have to wait What you will deliver (don’t just describe the work you’ll be doing) Customer card #

Fill-out Your Cards • One Give may require more than one Get • Write one card for each Give, but not for each Get • List multiple Gets on a single card

The “ Customer Invitation” Method • The customer invites their supplier(s) to place a card representing delivery of what they need when they need it • The customer signs off when they have everything they need to deliver their work • Each supplier becomes the customer and does the same thing

The Rules • A supplier doesn't just get to walk up and put their activity on the board • Each supplier must be invited by their customer • To satisfy the customer, the supplier’s scope of work (the "I Give” on the lower half of the card) should be the same as the "I Get" in upper half of a card that has already been put on the board by their customer

Step-by-Step 1. The last performer who supplies what’s needed – their “get” -- to achieve the milestone / deliverable fills out their card and places it to the left of the milestone Post-It 2. They transform into the “customer” with the job of requesting what they need – their “get(s)” from their supplier(s)

Step-by-Step 3. The “customer” calls each of their suppliers up to the board one-by-one to place their cards 4. When they have everything they need, the customer marks their card with a green dot 5. The first customer then invites one of their suppliers up to the board / surface who then becomes the customer 6. The process continues all the way back to the beginning of the network

Pitfalls 1. Allowing “suppliers” to place cards before a customer has requested their deliverable 2. Losing the trail by not keeping a record of the connections as you go. • Drawing link lines never seems to work; they go every which way and cross when there are many cards. • You can end up missing key connections. 3. Not keeping cards in good order so people can see connections

Plan-the-Plan / Engagement 1. Identify major and intermediate milestones for the pull beforehand 2. Define the milestones by listing what work will be completed when they are achieved 3. Don’t ask people to sit and watch other plan 4. Speed things up by pulling from 2 or 3 milestones simultaneously

Card Numbering & Placement Maintain order and clarity 1. Always place the supplier card to the left of the customer card 2. Keep the cards visible by placing them in columns Build the network as you go 1. Give each card a unique number as it is placed (you may want to count down from the milestone) 2. Write the number of the customer card which you are supplying in the “For” space

PULL

Ready to Build or Not? • Who should go first? • What’s the best sequence: build from the inside or outside? • Where and how should the pieces be placed? -- Quality • What if a piece is delivered late? What can you do?

What can you do tomorrow with this understanding?

Benefits: Last Planner® Planning System ON-BOARDING PRESENTATION Produces smooth, predictable work flow. Reveals roadblocks on system performance. Creates capacity to do additional improvements. Builds responsibility, judgment, and confidence. Measures And Improves Team’s reliability 71 • • • 9/10/2020 Last Planner System ®

ON-BOARDING PRESENTATION 72 AND NOW…. . Concluding Discussions 9/10/2020 General Info

General Info ON-BOARDING PRESENTATION So do you think you can do things better? 73 Innovations on this project: • Lightest Structural Frame • Fully Collaborative Design Team • On-Boarding Process • Owners Manual • Use of Simulation Modeling • Consolidated Treatment Unit 9/10/2020 Innovations / Efficiencies

General Info STOP What would you stop doing if you could? CONTINUE What worked well that you would continue doing? ON-BOARDING PRESENTATION START What would you do differently if it were up to you? 74 Consider the projects you are currently (or have recently been) involved with………. 9/10/2020 Innovations Reflection

Stuff You Need • Our. Plan • Chris O’Dwyer chriso@dpr. com • Project Inertia • Anthony Munoz anthonym@dpr. com • Safety Orientation • Raul Ruiz rruiz@tcco. com • CMIC • Danny Plascencia dplascencia@tcco. com • Dropbox • Chris O’Dwyer chriso@dpr. com ON-BOARDING PRESENTATION Project. Wise • Dustin Rothwell dustinr@dpr. com 75 • 9/10/2020 General Info

General Info Books: Velocity, by Dee Jacob, Suzan Bergland, Jeff Cox ( Goldratt Institute) The Goal, by Eli Goldratt; The High Velocity Edge, by Steven Spears, http: //www. stevenjspear. com/ ON-BOARDING PRESENTATION • • www. leanconstruction. org www. lean. org http: //www. hansonbridgett. com/video/ipd/100126_IPD_Part 1/index. php – Integrated Project Delivery – Flash Video 3 Parts http: //www. youtube. com/watch? v=Suugn-p 5 C 1 M ( variation ) http: //www. uhspom. com 76 • • • 9/10/2020 Where to Learn More? Take The Initiative To Learn More On Your Own

General Info DELTA Delta: things we should change that would help you more – ways we would add more value… ON-BOARDING PRESENTATION Plus: things that helped me today – it added value for me 77 PLUS 9/10/2020 Your Suggestions To Improve This Workshop

ON-BOARDING PRESENTATION 78 THANK YOU For your participation 9/10/2020 General Info