Safety: A Lean Transformation Lean n Const struc uctio tion n Inst stitut itute e Congres ess Octob ober er 11, 2012
Commitment to Safety
Building Lean at Gilbane IMPROVING VALUE TO CLIENTS Collaborative project delivery Efficient operations • Maximum value; minimum waste Lean Thinking • Why do we do that? How can we improve
Company Background 4 th & 5 th generation, family-owned and managed for 139 years Over 2,400 employees Over $3 Billion annual volume CORE VALUES 60% of our work is for repeat clients Integrity Our #1Ranked Value in Client Satisfaction Tough-mindedness Surveys is Integrity Teamwork #5 CM at Risk Builder in U.S. Dedication to Excellence (Engineering News Record) Loyalty Discipline 4
Our Culture CONTINUOUS IMPROVEMENT CULTURE Voice of the Customer - client feedback system dates to 1987 TQM, leading to Operations Manuals and process definition 1980s Gilbane University - 11 years of formal employee development Lessons Learned database for knowledge sharing Companywide Peer Groups by job function
Our Culture - Safety SAFETY - 2007 Safety requirements on our projects had been above and beyond OSHA for over a decade We had won Construction Users Roundtable’s (CURT) Construction Industry Safety Excellence Award Lost time and recordable incident rates well below Bureau of Labor Statistics’ national averages
Creating Gilbane Cares Culture STARTED WITH LEADERSHIP IIF engagement IIF Leadership team CEO Forum
From To A set of rules Cultural, behavioral Personal responsibility
Gilbane Cares Moment
Dialogue
What Why
It's his job It's everyone's job; we do it because care about each other
List of things in a Discussion and book to read before engagement on a starting work task before work starts, proactive STAs
Communicating The Culture Intranet splash page feature stories Chairman’s ‘Brown bags’ meetings Social media ‘People First’ ‘blog’ ‘Gilbane Cares’ ‘blog’ Safety Alerts Peer groups ‘Gilbane Cares’ Moments in meetings Gilbane cares Leadership teams Annual Safety Week Office Visitors Safety orientations
Leadership and Engagement
Safety Outcomes 80% Projects - Zero Recordable injuries 93% Projects - Zero Lost Time injuries 6 ‘Life saves’ 7 projects achieved 1 Million Safe hours 2 projects 2 Million safe hours 1 project 3 Million safe hours Over 30% reduction in Recordable and Lost Time incidents Won CURT CISE award two more times • Won AGC CSEA Safety Award •
What’s Next WHAT’S NEXT Safety Summit Translate best safety practices from other industries to construction Drive leadership engagement further Pull safety planning further into design phase Convergence • Safe work = higher quality work = more reliable schedules = more reliable budgets
From Culture to Behavior PLANNING: USE LEAN TOOLS AND PROCESSES To remove man-hours from the site and to make the onsite man-hours safer and more efficient To better plan and understand logistics and site utilization
RECENT LAB PROJECT – THE CHALLENGES: Client needs: Quality: do it right, no punchlist Schedule: hypertrack, need to create reliability Safety: think differently Cost: create reliability
HOW? IMPROVING VALUE TO CLIENTS Collaborative project delivery Efficient operations • Maximum value; minimum waste Lean Thinking • Why do we do that? How can we improve
Think differently – change in philosophy • Invest in Planning and Verification • Collaborate with Entire Team • New Concepts • Trade Contractor Qualifications
Beam Penetrations
Installation 2,000
Installation
Coil Paks Soldered Joints 2,400 00
The Gripple 1,350 50
Coil Connections 480 480
Lab Bench
Lab Racks
Pre-Fabrication Mechanical Room
Engineered Sleeves
AHU Installation
Duct Installation
Outcomes 447,000 0 $40M $40M 150 150 1 $3,000 00 10 10
What Else is Happening? Optimizing the whole Client advocacy Industry migration
Commitment to Safety
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