Messer Indianapolis Resource Chart

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Introduction to Messer

• Messer Indianapolis Resource Chart

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Messer Philosophy

• Corporate Citizenship

850,000 contributed to community organizations
Organizations Associated Builders Contractors
of Indiana Beta Tau Fraternity Indiana Rural
Health Association Indiana Subcontractors
Association Associated Builders Contractors of
Indiana Indiana ABC Apprenticeship Dearborn
County Economic Development Initiative United Way
of Central Indiana Arts Council of
Indianapolis Carol Kelly Foundation Habitat for
Humanity of Greater Indianapolis Boys and Girls
Clubs of Indianapolis
Indianapolis Contributions Total
21,915.00
Purdue Foundation (Construction
Engineering and Management) Riley Childrens
Foundation Indianapolis Zoological
Society Academy Plus of Indiana Hutson
School Purdue Foundation (John Purdue
Club) Shepherd Community American Cancer
Society Keep Indianapolis Beautiful St. Lawrence
School
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Messer Philosophy
Economic Inclusion
In fiscal year 2006, 52,793,994 (10.17) of
Messers total outside purchases of 518,866,753
was spent with minority and women-owned
businesses.
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Messer Philosophy

• Performance
• Commitment to performance
• Self-Performance
• 480 craft workers company-wide and
• 30 in Indianapolis

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Messer Philosophy

• Employee Ownership
• 380 employee owners,
• 15 have moved their families to Indianapolis

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Messer Philosophy

• Safety
• We hold ourselves accountable to
• create an environment where every
• Messer employee can and
• will work safely.

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Messer Philosophy
Customer Focus At Messer, Customer Focus is a key
element in our business strategy and how we
manage our day-to-day work.    Our approach to
Customer Focus is simple. We measure every
strategy, tactic, plan, idea, and action by
asking whether the result will better serve our
customer.
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Messer History

• Founded in 1932, Messer celebrates our
• 75th anniversary in 2007
• Employee-owned since 1990
• Committed to professional growth, community
  involvement and corporate leadership
• Innovators leading best practices in the industry
• Put in place approximately 600 million in
  construction in 2006 and we enter 2007 with over
  1 billion in backlog

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Why Indianapolis?

• Quality of life for our employees and their
  families
• Size of complex construction market
• Ethical business climate
• Geographic location
• Strong core of healthcare, higher
• education, and complex commercial
• construction

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What type of work does Messer Perform?

• Complex Commercial Construction Projects
• Healthcare
• Higher Education Public and Private
• Civic Work Museums, Parking Garages, Performing
  Arts Centers

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Current Indianapolis Projects
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Schneck Medical Center

• 4.3 Million
• Concrete Frame
• Project Completion May 2007
• Tom Hart

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Brownsburg Middle School East

• 3.0 Million
• 28,000 sf two-wing addition, one
• one-story and one two-story
• Project Completion July 2007
• Matt Konopka

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Indiana University Henderson/Atwater Parking
Garage

• 9.2 Million
• 560 car parking garage and 6,000 sf of office
  space
• Project Completion October 2007
• Ron Moeller

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Praxair Manufacturing Facility

• 1.6 Million
• Earthwork, site concrete, foundations, slabs,
  miscellaneous
• steel, building envelope, interiors and underslab
  utilities
• Project Completion June 2007
• Andy Foos

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AMC Theatres Castleton Square

• 11.0 Million
• 70,000 sf 14 Theatre Multiplex
• Project Completion October 2007
• Ryan Steinert Greg Billman

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Franklin United Methodist Community

• 9.0 Million
• 23,000 sf addition, renovations including new
  common
• area finishes, automatic sprinkler system,
  mechanical
• system upgrades and window replacements
  throughout the
• 200,000 sf main living center
• Project Start June 2007
• Project Completion December 2008
• Chris Kromer

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Center for Hip and Knee Surgery

• 6.0 Million
• New two-story 37,000 sf Medical Office Building
  on St. Francis-
• Mooresville Campus
• Project Start June 2007
• Project Completion June 2008
• Carl Dennin

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ValuePath

• ValuePath presents Messers differentiators
• our value-added services and areas of
• excellence that we bring to every project.
• ValuePath communicates the strategies that
  differentiate us
• From other construction firms and guarantees a
  measurable
• level of performance for every customer. They are
• WorkRight, WorkGuaranteed and WorkSmart.

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WorkRight
This promise begins with a statement of
expectations for every system in your project.
It ends only when the finished building works
exactly as it should and employees are fully
trained to maintain those systems.
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WorkGuaranteed
This promise demonstrates how confident we are
that we will deliver the defined project goals,
every time. We earn 100 of our fee only if our
client is 100 satisfied.
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WorkSmart
This promise delivers a high quality building
through our innovative process of giving every
project participant a voice and a stake in each
project. The basis of this promise is LEAN
CONSTRUCTION.
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Introduction to Lean Construction Principles
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Agenda

• What is Lean Construction?
• Why we use it
• Key Terms
• Key Components/Tools
• Advance Lean Techniques
• Questions
• Questions

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What Is Lean Construction?

• Lean Manufacturing (Toyota)
• Minimize Waste, Increase Reliability, and
• Continuous Improvement
• Lean Principles
• Identify Value in Customers Terms
• Identify and Remove Barriers to make Work
• Flow
• Decentralize Decision Making
• Increase Communication
• Continuous Improvement

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Why?

• Status Quo did not meet the demands of
• todays complex projects
• Reduce jobsite stress
• More predictable results
• Consistency from project to project
• Raise the bar in the industry for safety,
• schedule, quality, cost and customer
• satisfaction

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Key Terms

• Reverse Phase Schedule (RPS)
• 6-Week Look Ahead
• Weekly Work Plan (WWP)
• Percent Plan Complete (PPC)

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Reverse Phase Schedule (RPS)

• Key Components
• Begin at the End
• Adequate Durations
• What has to happen immediately before
• we ____________?
• What are critical activities/durations?
• Collaboration
• Creates Ownership
• Relies on Commitments

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6-Week Look Ahead

• Key Components
• Created from the RPS
• Updated Weekly
• Focus on Removing Constraints
• Identifies Risk Early in Process
• Levels Manpower
• Plans Quality and Safety into the Project

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Weekly Work Plan (WWP)

• Key Components
• Expanded View of 6-Week Look Ahead
• Created by the Last Planners
• Main focus of Weekly Meetings
• Forces People to Plan Their Work

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Percent Plan Complete

• Key Components
• Measure Results Weekly
• Identify Trends. Who is making unreliable
  commitments? What is the reason?
• Not a Grade but Tool
• Peer Pressure
• Improve Planning
• Increase predictability

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Results

• Better Communication
• More Predictable Results
• Better Performance for Safety, Quality, Cost and
  Schedule Customer Satisfaction
• Less Stress More Fun

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AdvancedLean

• Daily Huddle Meetings

• Increased Visualization/Visual Workplace

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AdvancedLean

• Daily Huddle Meetings

• Increased Visualization/Visual Workplace

• System Improvement Events

• Fail Safe for Quality/Safety

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Conclusion
The key to Advanced Lean Process is to establish
a mindset and job wide philosophy through
increased visualization and information sharing,
in order to create a personal responsibility by
all employees to obtain schedule, quality, and
safety goals.
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Questions?