Audience Reactions to the Sutter Health Presentations
November 8th, 2006 by HalAudience Reactions to the Sutter Health Presentations
Key Points Participants Heard
- Trust space vs self protection
- Client leadership for lean
- Bringing all the contractors on early
- Willingness to experiment
- The whole industry is changing
- Core team leadership
- Open Kimono
- Wide ranging impacts
- Getting rid of waste
- Five Big Ideas are a foundation to return to when there's a problem
- Shared leadership and commitment
- Shift from command and control to commitment
- Culture eats change for lunch
Participant Questions
- Why not more Ds. They only used 3D and 4D. Haven't addressed cost, materials, etc
- Missed identifying the value stream
- What is meant by "open Kimono"?
- Why is 100% PPC unhealthy?
- Want to hear more about allowing early failure?
- How do you overcome over the wall thinking?
- What's behind deeping the implementation of last planner?
- How did a multi-disciplinary group get organized?
- How do you handle contractor changes without RFIs?
- What is P2SL?
- What is lean certification?
- What was the feedback from the subcontractors on the Camino project?
Panel Responses
- Dave Pixley started by explaining "open Kimono" as the opposite of the Two Great Wastes. People need to speak and listen. Open Kimono captures the spirit of open trusting conversations including the freedom to say, "No."
- John Holm spoke about their 3D and 4D exercise as being a first-of-its-kind. He anticipates the next project will use more 4D and 5D.
- Ken Howard spoke about "no RFIs". The constraint identification and removal process is taking the place of the RFI process.
- David Long addressed the question of when is failure ok. He referred to the idea of lowering the water to expose the rocks. The LPS exposes breakdowns and challenges so they can be addressed in real time. He associated it with the fear of failure and the fear of being accountable for a result. In the lean construction environment they openly address failure. Dave Pixley added that in the best cases construction projects have failures during construction. Breakdowns can be expected…they need to be managed. He said they are trying to establish breakdown-tolerant environments.
- David Long spoke to the idea of lean certification. He gave George Zettel acclaim for his efforts at developing training for Turner Construction and for the greater northern CA construction community. Turner is investigating the AME/Shingo national certification program to bring it into Turner.
- John Holm addressed what happens in "the big room" — the multi-discipline team. It focuses on the bigger system issues to optimize at the project level rather than optimizing the pieces. John Mack from Southland spoke to their involvement in then big room. He characterized the behavior in the room as in-the-moment collaboration among multiple disciplines and companies. The subcontractor staff loved working in the room. One of the things that encouraged collaboration was Sutter's shared incentives. There was none of the usual gimme, gimme, gimme. The people in the room were union members who previously worked in the field. They were taught AutoCad so they could do the detailing.
- Glenn Ballard described P2SL — Project Production System Laboratory — at Univ of CA Berkeley.
- David Pixley finished by speaking about the vision for LPS. He shared his dissatisfaction with the sometimes superficial implementation. He said not enough learning is going on. He wants to see more connection throughout the project. He spoke to the CM/GC's continued reliance on the 1000s of line item CPM schedules.
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