CPMC Cathedral Hill Hospital Project

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• CPMC Cathedral Hill Hospital Project
• Look ahead planning at design and preconstruction
• Lessons learned

Baris Lostuvali Jessica
Kelley HerreroBoldt Southland
Industries CHH Structural Cluster
CHH MEP Cluster
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• Agenda

• Project Background
• Lean Design Principles
• LPS process and look ahead planning
• Future state
• QA

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CHH Project Background
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CHH Project Background
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CHH Project Background

• Extension of urban core
• Improved narrower profile
• Appropriate to Van Ness Ave. character
• Less off site sun view impacts
• Massing sympathetic in height
• and scale to the neighborhood
• Improve downtown view

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CHH Project Background
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CHH Project Background
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Lean Design Principles

• Set Based Design
• An iterative process of developing sets of
  solutions that satisfy cost, function and
  quality.
• Sets of solutions are advanced until the last
  responsible moment
• Sharing Incomplete Information Often
• Willingness of team members to continuously share
  incomplete information.
• Daily or at least weekly sharing of design and
  budget information.
• Design and budget evolve simultaneously
• Simultaneous design of Product and Process
• Product and process design decisions are made
  simultaneously.
• 3D Design / Modeling, and Digital Prototyping
• Use digital prototyping to integrate design and
  cost characteristics.
• Provide widespread access to the design model as
  it evolves.

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Lean Design Principles

• Detailed design by specialty contractors and
  vendors
• Designers and engineers produce only those
  deliverables needed for permitting and needed by
  specialty contractors or other suppliers for
  detailing.
• Multidisciplinary Design Teams - Designers,
  Facility Users, Constructors, Major specialty
  contractors and suppliers are contracted early
• Value based proposal process.
• Specialty Contractors and Suppliers work together
  early in the Design Phase to simultaneously
  develop the design and budget.
• Multidisciplinary teams meet at least weekly.
• Production Planning and Management
• Production Planning and Management is applied
  during the Design phase using Constraints
  Analysis, and Weekly Work Plans.
• Design and budget production is planned and
  managed to emulate a continuous flow process.
• Project Based Production Management is formally
  applied using standard Lean Processes and
  Principles

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Information flow - a typical design process
courtesy of
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Information flow Typical tools
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Information flow - Now we have the data Great !
courtesy of
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Information flow - Goal

• The right information
• at the right place
• at the right time

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The Planning Scale
Project Level Activities
Phase Level Milestones
Phase Level Activities
Lookahead Tasks
Work Plan Tasks
Learning
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Who is the Last Planner on CHH?

• The Closest Management Person to the Actual Work
  Being Done within a Cluster Group
• In Construction the Last Planner is Generally a
  Foreman
• Last Planners will be Formally Designated and
  Coached

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The Planning Leadership
Cluster Groups CG Leader
IPDT Production Planner
IDPT Master Scheduler
Project Level Activities
Phase Level Milestones
Phase Level Activities
Lookahead Tasks
Work Plan Tasks
Learning
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Plan Development Detail
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Master Schedule
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Master Schedule Primavera P6
Master Schedule with Phases
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Master Schedule

• Primavera P6 central database.
• Web access.
• Milestones based on Senate Bill requirements,
  OSHPD, Owner business plan, and IPDTeam.

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Alignment Meetings
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Alignment Meeting

• Focus on next near milestones to better define
  the deliverables within the phases.
• For each milestone.
• Identify the customer.
• Brief on each milestone.
• Clarify Conditions of Satisfaction.
• Verify Responsibilities.
• Not a discussion about sequence, or time, or
  dates.

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Phase Scheduling
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Phase Schedule Session

• Perform a Reverse Phase Schedule (sequence using
  pull methods).
• Build the schedule in terms of pre-requisite
  work, information, materials, tools, etc needed
  to complete the successor activity.
• Identify specific Constraints (constraints log).
• Use 8x5 cards while someone generating live in P6
  so that there is a distributable plan by the end
  of the session.
• The Phase is the expanded detail within the
  Master Schedule

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Look ahead Plan Weekly Work Plan
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Lookahead Schedule View Primavera P6
6 Week Lookahead View
Master Schedule with Phases
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Lookahead Schedule to Lookahead Plan
6 Week Lookahead View
View from Phase Schedule transfer to Plan
Lookahead Plan informs Phase Schedule
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Six Week Lookahead View to Lookahead Plan

• P6 to Excel.
• Filter 6 Weeks from P6 Phase Schedule to be used
  in the Cluster Group facilitated Excel Lookahead
  Plan.
• There is more detail on the Cluster Group
  WWPLookahead Plan than there will be in P6.
• The Lookahead Plan is the internal workings of
  the Cluster Group.
• Allows for the Cluster Groups to modify their
  plan freely without constantly changing or
  confusing the Phase Schedule.
• Production Planner with Master Scheduler compare
  the information.
• Color coding and Shared IDs are cues for updating
  the Phase Schedule.
• The Lookahead does not have to be in Excel, it is
  an easy format that almost anyone can comprehend.

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Weekly Work Plan Lookahead
EXAMPLE
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Weekly Work Plan Lookahead
Metrics
Lookahead Plan
Weekly Work Plan
Constraints Prompt
Shared ID
Pull Lookahead onto WWP
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Lookahead Planning Sessions

• Start with a Six Week Lookahead View taken from
  the Phase Schedule.
• Break week 1 and 2 of Phase Activities into Tasks
  that can essentially fit onto a Weekly Work
  Plan.
• Review weeks 3, 4, and 5 to ensure that all
  constraints will be removed.
• screen activities for constraints (materials,
  information, obstacles, permissions, anything
  hindering an activity from happening).
• Achieve commitments to ensure the constraint
  removal.
• The team only allows tasks to keep their
  scheduled dates if there is confidence that all
  constraints will be removed.
• At this point planning is a regular non-formally
  scheduled meeting, it is part of everyday work.

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Where are We? Constraint Log
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Planning Cycles.
Monday
Tuesday
Wednesday
Thursday
Friday
Phase Schedule Informed from Cluster Group
Lookahead Plans
MEP
Equipment
Trade Coord
EIR
Core Group
Core Group
Exterior
Interior
Sustainability
Technology
Structural
6WLA View Distribute
Integrated Planning
IPDT LP Meeting
Master Schedule Informed from Phase Schedule
Continuous Update of Planning Wall
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Metrics

• Percent Planned Complete (PPC)
• Tasks Anticipated (TA)
• Tasks Made Ready (TMR)
• Categories of Variance
• Tasks Repeated
• Root Cause Analysis (5 Whys)

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IPDTeam Last Planner Meeting almost there

• All are invited.
• Brief Briefing on Phase Schedule.
• Another forum to remove constraints.
• 10 minutes each cluster group to report on
  current plan andmake requests, requires to be
  well prepared.
• Not a working session (other than 5 Why).
• Present root cause analysis (5 Whys) from
  Cluster Groups that can be learned from as an
  IPDT.
• Focus on learning from plan failures.

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Integrated Planning Meeting

• Who attends?
• Master Project Scheduler and Production Planner.
• Cluster Group facilitators (representatives from
  both design and construction).
• Discuss and update the Phase Schedule as it
  relates to current areas of focus and concern.
• Forum to release constraints.
• A live P6 working session.

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Where are We?

• Learning about how to take the detailed planning
  of the cluster groups to inform the master and
  phase schedule while recognizing the iterative
  ever changing nature of design.
• Not plan people to death.
• This is our future state and in the future it
  will look nothing like this.

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Where are We? Identify the key interdependencies
between clusters
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Where are We? First Run Study
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Future state

• Traditionally, the design phases of projects
  suffer from
• Temporary organizations / departmental silos
• poor understanding of complexity
• inevitable iteration rework
• unforeseen changes
• inappropriate project management methodologies
  tools
• What is working now
• The right information at the right place at the
  right time
• Better foresight thru LPS and look ahead planning
• Highlight the interfaces between disciplines
• Co-location is effective and powerful
• Integrating the design development processes of
  all participants
• What we are focusing on for future improvement
• Identifying process knots and options for
  unraveling them
• Continuing to utilize appropriate management
  methodologies tools
• Using tracking metrics more to adjust current
  planning

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THANK YOU !
What are your takeaways?
What questions have been provoked?
Baris Lostuvali Jessica
Kelley HerreroBoldt Southland Industries