We've made so little progress in the safety of construction work. Over 1,200 people die each year and 100s of thousands are injured. The chemical industry doesn't have these problems. Nor does the airline industry. Those two industries and many others are known as high reliability organizations (HROs). They start with the premise that humans will do what humans will do: we make mistakes; we get distracted; we engage in risky behavior. But for the most part, airlines are safe; chemical plants are safe; nuclear power plants are safe. And all these HRO industries have people working throughout. The difference between these organizations and the construction industry is the system.

Each Thursday in 2004 I will write about safety. I have much to learn. I'm not an expert on safety. I do see an anomaly in the construction industry. There are companies who are much safer than their counterparts, as much as ¾ fewer injuries than average. I have a story that begins to explain their success, but it's just a story. I invite you to send me your stories, news stories, Internet references, anything that might contribute to a breakthrough.

And what about all the readers who work outside of the construction industry? I invite you to engage with us fully. Some of the greatest breakthroughs have come from people outside the situation. Please bring your questions, perspectives, and opinions to this on-going exploration and reform of safety in the construction industry.

Please join me each week for safety Thursday and please invite the safety experts in your companies to join us here.

posted by Hal at 11:15 AM | link  |   |   | Google It!  | Email This  |

I received this email today. As I prepared a reply, I decided to share it with readers of this weblog. I started answering with the mechanics of delivering projects on a lean basis, but then it occurred to me that one needs to see their role differently to deliver projects with far less waste, higher schedule and cost reliability, and so much safer.

Hi Hal,

Please help me understand:

Our role in construction projects is either general contractor or construction manager (CM). We plan our projects using master CPM schedules and two-week look-ahead schedules for site activities. Typically we do not self-perform any work. How do you apply the Last Planner® and the "pull principle" in such an environment?

Bosko

Great question. As CM you are responsible for the completion of your promises to the customer. Sub contracting doesn't shift that responsibility. You are still responsible. But how do you carry out that responsibility?

Normally, a CM hires numerous Subs to perform specialty roles. These Subs interact with each other to produce the finished spaces. Each Sub naturally acts in their own interests seeking to optimize their use of their labor, equipment, and materials. This local optimization of resources leads to an overall reduction in the productivity, risk to schedule performance, and higher costs. The CM needs an approach for bringing the interests of the specialists into alignment with the promises to the customer.

The approach has three steps:

1. Backward schedule just that work that adds value for the client. Produce this reverse phase schedule in conversation with the primary Subs on your project.
2. On a six-week look-ahead basis prepare the work, wherewithal, and the circumstances for completing the work on the reverse phase schedule so that each task can be started and completed without interruption. Continue to review and make-ready the work adding a new week from the schedule each week.
3. Have crew leaders (last planners) have public planning conversations where they promise the completion of only the work that has been prepared (ready). The weekly work plan (WWP) is the sum of the promised tasks. Use the WWP to guide what is done on a daily basis. Also use it to measure how you are performing and to learn from planning failures.

Your aim is to have tasks completed as promised. As CM you have a project manager and site superintendent for the project. Their roles shift from controlling (after-the-fact monitoring) and motivating (carrot and stick) to engaged planning, preparing, and navigating with those people performing the work. The essence of the your work as CM is to see that performers are in a position to be successful with their efforts.

Lean projects require more conversation, more engagement, and more teamwork. Your role is to be the leader that brings all that about.

posted by Hal at 3:47 PM | link  |   |   | Google It!  | Email This  |

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