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Throwback Episode!! Lean Construction w/ Ed Anderson

⏱️ 40:29 🎤 Tyler Campbell, Eddie Campbell, Ed Anderson
AUDIO EPISODE
Throwback Episode!! Lean Construction w/ Ed Anderson
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Chapters

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  • 0:00
    Chinese Hospital Construction
    The hosts discuss the remarkable feat of China building a 1000-bed hospital in 10 days due to the coronavirus outbreak, highlighting the role of prefabrication and previous planning.
  • 6:54
    10-Day Construction Debate
    The hosts debate the honesty of claiming a 10-day construction period, arguing that planning and prefabrication time should be included in the total construction timeline.
  • 9:49
    98% Complete Isn't Complete
    Inspired by Ed Anderson, the hosts emphasize that a project is not truly complete until it's 100% finished and ready for the next phase or user, including all cleanup and handoff.
  • 15:02
    Introduction to Ed Anderson
    The hosts introduce Ed Anderson, a Lean specialist, and express their initial surprise and subsequent appreciation for his back-to-basics, analog approach to construction management.
  • 22:10
    Ed's Construction Journey
    Ed Anderson shares his extensive background in chemical engineering and project management, highlighting key lessons learned about prioritizing construction people and their input.
  • 35:55
    The Last Planner System
    Ed dives into his implementation of the Last Planner System, starting with identifying pain points and establishing a 'leadership bond' with teams.
  • 47:23
    People vs. Things Reliability
    Ed explains that all construction issues ultimately stem from the reliability of people to make and keep commitments, rather than the reliability of 'things' like materials or information.
  • 50:57
    Sticky Note Planning
    Ed details the practical application of the Last Planner System using colored sticky notes for tasks, constraints, and accountability among different trades, fostering clear communication.
  • 1:00:58
    Commitment Reliability Index
    Ed introduces the 'Commitment Reliability Index' (CRI) as a personal and quantifiable measure of a team's ability to complete tasks, tracking why commitments are not met.
  • 1:15:11
    Software vs. Personal Interaction
    Ed discusses the role of software in his system, emphasizing that while tools can manage data, the initial, hands-on sticky note process is crucial for fostering personal interaction and accountability.
  • 1:29:09
    People, Process, Tools
    Ed advocates for prioritizing people, then process, and finally tools, arguing that this order ensures a logical and effective approach to construction management, focusing on the human element.
  • 1:35:54
    Soapbox: Root Cause of Issues
    Ed's 60-second soapbox emphasizes that the reliability of people to make and keep commitments is the fundamental root cause affecting all aspects of construction, from safety to productivity.

Speakers

T
Tyler Campbell
Host
E
Eddie Campbell
Host
E
Ed Anderson

Key Takeaways

✦

Prioritize building a strong 'leadership bond' with your team by actively listening to their pain points and demonstrating genuine care for their problems.

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Recognize that most project delays or issues are ultimately rooted in the 'reliability of people' to make and keep commitments, not just the reliability of materials or information.

✦

Implement a simple, visual planning system like sticky notes to track tasks, constraints, and responsibilities, promoting clear communication and accountability among trades.

✦

Define 'completion' rigorously: a task isn't done until it's 100% finished, cleaned up, and ready for the next trade to seamlessly begin their work without issues.

✦

Measure 'Commitment Reliability Index' (CRI) by tracking completed tasks and, more importantly, analyzing the reasons why tasks were not completed, using this data to address root causes systematically.

✦

Incorporate field expertise into planning by asking foremen how designs can be improved for speed, cost-effectiveness, and safety, fostering a collaborative problem-solving environment.

✦

Adopt the 'People, Process, Tools' hierarchy: focus on empowering your team first, then establishing robust processes, and finally integrating technology to support, rather than dictate, these efforts.

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