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DTSTART:20220101T000000
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DTSTART;TZID=Europe/Moscow:20230204T190000
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SUMMARY:Lean Project Delivery at a Public University
DESCRIPTION:Lean Project Delivery at a Public University \nHow are universities able to utilize Integrated Project Delivery (IPD) and Lean principals for their capital projects regardless of size or budget? What are the advantages and challenges to implementing Lean and IPD in a university setting? In this webinar\, we will take an in-depth look at the Michigan State University Shaw Hall dining hall renovation project\, which was executed under a Lean Integrated Project Delivery (Lean/IPD) contract. The first known publicly owned project to be executed in this manner in the United States\, the Owner\, Designer\, Contractor\, and Specialty Contractors signed multi-party agreements. Their experiences throughout the validation and design process are discussed. \nThe discussion topics will include: \n1. Why Lean/IPD at the university?2. The MSU Shaw Hall Project3. The Deal – contract specifics for lean construction4. Lean Design Methods: Set-Based Design and Target Value Design5. The benefits and lessons learned during the validation and design process \nThis webinar will provide you with a better understanding of the unique features and characteristics of a Lean/IPD project\, the behaviors that members of a facilities group need for Lean/IPD projects\, the requirements of a relational contract approach\, and much more! \n\n\n\n\nDr. Tariq Abdelhamid \nDr. Abdelhamid is Chief Lean Enterprise Officer with the Student Life and Engagement (SLE) Division at Michigan State University (MSU)\, working with colleagues since 2013 on a lean transformation journey that is characterized by theory informed practice\, and driven by Data Science and Business Analytics. Early efforts included development of a selection and prioritization system for projects competing for limited annual plant renewal budgets. The system involved Choosing By Advantages. The focus shifted to operations given they represented 90% of the division’s annual budget. Process improvement was formalized through a framework called Integrated Practice Organization. The total different process improvement efforts until COVID reached 35 teams. During COVID\, the hoshin kanri process was adapted to allow for cascading strategic intent aims conceived to navigate the pandemic in an effective and efficient manner.
URL:https://lci.qa/event/lean-project-delivery-at-a-public-university/
LOCATION:Online
CATEGORIES:Webinars
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