Lean Design & Construction

Lean Design & Construction maximizes value and minimizes waste. Austin applies Lean methods to our design, engineering and construction services to continuously improve our approach to developing and managing projects through relationships, shared knowledge and common goals.

Lean Process Starting Point

Austin’s Lean process begins with a Pull Planning session. This session:

  • Is a collaborative approach to planning the work by those responsible for doing the work.
  • Develops a project-focused, production management-based approach to project deliverables.
  • Enables the project team to examine productivity, communication, teamwork and resource planning.
  • Improves work flow, minimizes waste, and improves communication and collaboration among all project stakeholders.

Pull Planning Session

With a Pull Planning session, the project team works backward from a target date, defining and sequencing tasks to set completion releases for subsequent tasks. The session results in the development of a Pull Plan, Detailed Project Schedule and Weekly Work Plans.

Weekly Work Plans identify:

  • The tasks for the week
  • Individuals responsible for completing the tasks
  • Timing and duration of the tasks
  • Task status

Through this process, the project team improves collaboration, accountability and understanding of the project workflow, constraints, resource management and budgeting.

Benefits of Lean Design & Construction

Lean Design & Construction eliminates waste through project lifecycles, wasted time, movement and human potential. Throughout the construction process, project team members discover ways to add value in their project performance by encouraging teams to work together in a more transparent and collaborative way. The results include better time productivity, reduced safety hazards and cost savings.

How Lean Design & Construction Differs

Lean Design & Construction differs from other forms of project management by:

  • Shifting control from a passive “monitoring results” to an active “making things happen,” with a structured and measured planning process.
  • Focusing on project-level goals or the practice of attempting to optimize each individual activity.
  • Defining, creating and delivering value to the client throughout the life of the project, whereas traditional project management defines requirements at the onset for delivery at the end, despite changing markets, technology and business practices.
  • Decentralizing decision-making through transparency, communication and empowerment of project team members, enabling them to take action.