Lean tactics for architects, engineers, and IPD contractors / J.T. Brown.

Format:

Book

Author/Creator:

Brown, James T., 1960- author.

Language:

English

Subjects (All):

Project management.

Architectural practice--Management.

Architectural practice.

Construction industry--Management.

Construction industry.

Engineering--Management.

Engineering.

Physical Description:

1 online resource (204 pages) : illustrations

Place of Publication:

Milwaukee, Wisconsin : ASQ Quality Press, [2018]

System Details:

Mode of access: World Wide Web.

Summary:

Implementing lean is the best way to become a high-performing design firm. By improving design and construction services production, architecture/engineering/IPD construction (A/E/C) firms automatically improve their design products and their profitability. They have great repeat clients, they do wonderful design, they have fewer lawsuits, and contractors respect them.Good project management is absolutely critical to A/E/C business success, and applying lean design processes is the most effective way to improve project management. Doing it right takes determination, and it will significantly change the way you work. It's not rocket science, but it's also not for the timid. However, it will be well worth it: when lean design is functioning properly and your firm becomes very high-performing, you could be earning a consistent 30% profit while providing better services and projects. This book will show you how to become one of the really high-performing firms!

Contents:

Lean tactics for architects, engineers, and IPD contractors

Table of Contents

List of Figures and Tables

Introduction

Acknowledgments

Chapter 1: Defining High-Performing A/E Firms

Chapter 2: Four Ways to Improve Profitability

Chapter 3: Elements of Lean Design

Chapter 4: Five-Year Lean Financial Expectations

Chapter 5: What Is “Lean” for A/Es?

Chapter 6: Production Tools for Lean Design

Chapter 7: The Seven Design Wastes

Chapter 8: Organizing with the Five S’s

Chapter 9: Pull, Flow, Takt Time, Level Scheduling, and Other Time Savers

Chapter 10: Value Stream Mapping and Analysis

Chapter 11: Finding the Reasons for Problems

Chapter 12: Rework, Unnecessary Work, and No Fee Extra Work

Chapter 13: A/E/C Claims, RFIs, and Change Orders

Chapter 14: Losses from A/E-Caused Errors

Chapter 16: Contributing Factors to Errors and Quality Problems

Chapter 17: Implementing Quality Reviews

Chapter 18: Value Management/Value Engineering

Chapter 19: Creating Goal-Based Action Plans

Chapter 20: Flow and Lean Project Management Guidelines

Chapter 21: Negotiating the Right Fee

Chapter 22: Lean Project Management, Summary, and (More) Advice

Chapter 23: Lean Case Study: Seattle, 2002

Appendix A: A Brief History of Lean Thinking

Appendix B: Toyota Production System

Appendix C: Design and Engineering Financial Terms and Statistical Data

Appendix D: Four Ways to Improve Profitability (Expanded)

Appendix E: PMG and Workbook Table of Contents

Appendix F: Example of Lean PMG Task List for the Architect’s Schematic Design Phase

Appendix G: Index of Quality Checklists

Appendix H: Schematic Design Quality Assurance Checklist

Appendix I: Prototype Details

Appendix J: Training Questionnaire Handout

Bibliography

Index.

Notes:

Includes bibliographical references (pages [167]-168) and index.

Description based on print version record.

ISBN:

9781953079152

1953079156