A Regional perspective on use of Lean Construction in Public Clients, Denmark

Brainstorm:

Personal presentation:

-Project manager for development projects and training programs in Danish Defence construction and infrastructure unit.

  • Both new build and maintenance, landscape care. We have to a large extend been executing our services, but in the recent years more and more services is privatized, and we are more and more contract holders.
  • 2000 with cleaning, local maintenance and daily, local building operation management.
  • In build department: approximately 200 employees, We have seven units in the building department, on 6 locations
  • I am placed in a development and innovation section as project manager for development projects
  • Process innovation, human skills, strategy
  • 40 % of my time I work on development projects with our practitioners: project managers, construction managers and maintenance managers, 20 % I use on supporting managers to engage in developing projects, participating in networks etc. 30 % On lean construction internal and external, training programs,ph.d.student, 10 % on major and complicated construction projects,
  • Project management skills and system
  • Preparing a training program with South University,
  • Securing competencies being used I daily context
  • Making experience sharing networks
  • Developing new standards and project management system
  • Safety management and system
  • Made a new safety management system (base on last planner system)
  • Securing right competences
  • Pressure to use system and tools
  • Lean Construction
  • Leaning own department
  • Head of lean construction DK (3 years)
  • Strategic development of the association
  • More PR, more members, more networks
  • Other:
  • Clients association, part of committee (Quality and Process)
  • Making responses to new legislations
  • Input to governmental construction strategy
  • How to help clients to make a difference
  • Part of development projects
  • Supervisor for ph.d-student

Perspective more on organization than project: development of organizations, companies, units with use of lean.

How to make a difference for the industry by staring with you self.

  1. Three steps so far: Everyone can make a difference
  2. Background
  3. Low populated area, doing things as we have always done, proud of being down to earth. It happens so, that my company’s head quarter is placed here in a smaller town.
  4. Copenhagen I SO far away (30 min by plane!) and thereby all development takes more time (why?)
  5. Tradition on believing that clients can “pull” development in construction: LC DK has focus on clients
  6. Felt it, made a few after work meetings, merely students.
  7. LC DK courses for the Danish Clients Organisation (Glenn inspired)
  8. Introduction (TPS, TFV, five principles of lean, etc) (every one can participate on same level)
  9. Inspiration: why should we do things different: debate
  10. Case:
  11. Client: Meet someone like one self – same interest nothing to hide, whats in it for me, First hand experiences
  12. Contractor and engineers, our experience with the same case
  13. Great debate, representatives from regional public clients in healthcare
  14. Long time with no response: maturing
  15. Thee Health centers tendered with lean construction as a demand ( I did not know that until)
  16. A mini conference held by a client (housing association): this is a way we do I now (demanding new standards for cooperation and planning, leann mini)
  17. Firs response from contractors
  18. Phone call: How can I write, that I know about lean?
  19. You cannot unless yu actually have experience with lC
  20. Local training etc. to get job
  21. Local contractors making internal training program
  22. Other making use of others experience to get on their way
  23. Maturing: Lean is more than a way to get jobs, It actualle offers something for everye one
  24. Inviting persons (NOT companies) to local network
  25. Discussing why use a network, would you prioritise?
  26. They would, and they felt strongly about it.
  27. Now the local network is running itself as a part of lean construction
  28. What to take:
  29. First hand experience work 1000 better than theory and assumptions
  30. Plant seeds and hope they grow
  31. It takes time, You can lead a horse to water, but you can’t make it drink
  32. OwnershipNetworking works when you have
  33. I still haven’t convinced my own organisation!!