LCI Strategic Planning Survey 1.29.2020 · 29/01/2020 · • Rise of a new younger workforce and...

Strategic Planning Survey Summaries

January 2020

Prepared by

Nancy Alexander MBA MA CMF

Lumenance Consulting LLC Consulting and coaching for transformative organizations and leaders

Please read in advance and bring your copy of this summary to the February 12 session.

Lean Construction Institute Strategic Planning Surveys January 2020 Lumenance Consulting LLC

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Introduction On February 12, the board and staff leadership of Lean Construction Institute will meet for a planning session to develop future direction for the organization. In preparation for this session, current and former board members, staff, and other stakeholders received surveys to help prime their thinking and jump-start the discussion. Twenty-six out of 29 recipients responded. In addition, 43 stakeholders completed a shorter survey. The following pages contain the verbatim responses.

All are asked to read, consider the information in this summary, take notes, and look for themes and threads in advance. The content is long and detailed; you will probably want to divide it into several sessions. Contents

1. Trends Social, cultural, consumer 2 Economic 4 Political, legal, regulatory 6 Technology 8

Building industry 10 General (from stakeholders 12 2. Mission 19 3. Values 22 4. Vision 24 5. Strengths 27 6. Barriers and challenges 30 7. Short-term goals 35 8. Hopes and concerns 37 9. Final comments 39


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Briefly, what social, cultural, and consumer trends do you see affecting the work of LCI over the next decade, and in what ways? Board • The increasing need for built projects and continued disruptive forces will drive demand for

greater reliability and value in design and construction. Forces such as Design For Manufacturing and Assembly will drive increased team complexity.

• There will continue to be a labor shortage in both factories and the field as baby boomers retire and millennials pursue jobs outside of the construction industry. This labor shortage will reinforce LCI's messaging around fixing a broken industry as the need to fix it will be even greater without as many people to perform the work.

• Industry that LCI is in: Less tolerance for high-conflict, low-respect work environments. Industry & LCI: Less tolerance of low-levels of diversity (ethnic, social etc.) in the workplace and on boards. LCI: Less tolerance of lack of transparency from leaders. More direct access to leaders.

• Commoditization of all team members work design to construction, and litigation. • Increasing 'on-demand' social and culture dynamics and demand on people's professional

development / volunteer time. Increasing desire to learn best practices but must be easily digestible/ actionable to get value. LCI must ensure message and content is clear, not seen as theoretical and reduce barriers to consume.

• The trend of an aging group of lean leaders, and the challenge to develop the next generation of people who are inspired to lead, and need mentors.

• physical built environment increasingly tied to societal well being puts pressure on AEC to prove value and have expertise in increasing positive outcomes

• Owner Consumer- the ability of the industry to continue to focus on eliminating waste [time, recourses, material] in the delivery of a project

• Consumer attendance seem to be plateauing for the LCI Congress event. • There is a shift of power occurring in the leadership of our industry. From millennials, to women

and people of color having more say in how things look and feel in business and how we approach our work.

• There is currently a labor shortage that will continue to get worse. This will impact how projects get delivered.

• -Shortages in expertise in Construction trades as our skilled trades men and women "age out" of the workforce without sufficient new talent entering our industry.

• Sustainability will become more important. The supply of skilled labor will continue to shrink. Concern over the status of our "crumbling infrastructure" will increase. Greater diversity with more women and minorities at the decision table.

• Rise of a new younger workforce and the reality of the workforce shortage. • 1. Making Construction in general appealing to all workforce demographics. It's currently not

appealing. 2. Modular construction is great, but doesn't address behaviors and culture. 3. Technology is great, but doesn't address behaviors and culture.

• Diversity in construction trades and leadership. The makeup of the construction industry must embrace the voice and face of the community. How do we encourage diverse businesses to engage with LCI to promote/enhance their participation and qualifications for lean design and construction practices?

• There will be many experienced people retiring and not as many people entering the construction and design fields.


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Staff • One consumer trend is the propensity to go "green' and people mistake green and Lean. A

differentiation needs to be made public regarding these two terms and what they mean to the industry.

• Today's society is very busy and enjoys personal development and exploration - and the more time and money saved by the efficiency of Lean is time and money better spent elsewhere. Consumers are becoming more aware of waste and working against it. Lean buildings better serve the end-users/inhabitants because more thoughtfulness goes into the design. This appeals to cultural trends toward working smarter rather than working harder.

• The Design and Construction industry is evolving and exploring how Equity, Diversity and Inclusion (EDI) will drive performance.

• It would be helpful to try and reach younger markets, getting them interested in LCI and Lean. Otherwise the organization could find it difficult to sustain itself.

• Trend towards verification of qualifications - credentialing. • Industry workforce will become significantly younger as BB generation retires and millennial's

view of work predominates hiring and performance processes.


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What economic trends do you see that could affect LCI, and in what ways? Board • As the Ubers, Lyfts and Amazon's enter our market, clients will expect lower costs and increased

speed / reliability. • Costs will continue to rise and at some point in the next 5 years the market will actually turn.

Current market levels are not sustainable. This turn in market and increase in cost will support the LCI value proposition, but will also provide negative pressure as companies are determining where to invest their $ and what resources are critical/non-critical.

• International supply chains, and the need for the building industry to be able to effectively manage them.

• Cost of construction Global energy issues and the impact on built environment Trade issues

• Uncertainty in economic outlook which will impact willingness of business leaders to embark on change (e.g., right now when perhaps times are good vs. in times of recession). Depending on timing LCI must adapt message accordingly.

• The industrial market remains strong along with other sectors, which provides opportunities for growth. If the market contracts, there can be a tendency for procurement people to revert to competition rather than partnering.

• uncertainty of the election year, outcome of trade war with China affecting economy broadly as well as specifically supply stream, manufacturing and materials

• economic down-turn unskilled labor cost of material

• A economic recession typically happens every 5 years. LCI Congress is the biggest source of revenue for LCI. I could see potential drop off in attendance in that time frame.

• Investment cost of conferences/consulting versus the payback. I believe attendees become smarter, wiser and more prudent with spending. LCI could ultimately feel like a commodity versus a brand, therefore feel like every other conference and become and option versus a choice.

• -Continued pressure on productivity within Corporations is threatening the willingness of firms to invest in learning and implementing LEAN best practices. LEAN best practices are often see as "hard" "cumbersome" "Complicated" -increases in minimum wage across the nation could have a mixture of positive and negative impacts on the construction industry. (increases MAY improve access to talent for unskilled positions.....but could also create competition for unskilled labor who may see comparable earning opportunities emerge that are OUTSIDE of the construction industry.

• Construction costs, and especially labor, will increase disproportionally. The investment community will have a bigger say in how projects are managed to better control their risks and returns.

• if economy goes down LCI will be forced to show their relevance and position themselves as a survival necessity to companies to do more with less.

• Rising material and construction costs. How can we sell LCI/Lean as a differentiator for bottom line results. Less rework, better communication, more reliable workflow, more $ saved/greater value, better results...…..


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• When economy slows, participation in LCI events and membership may slow. Demonstrating proof of value for successful IPD implementation and how it creates greater margins for team members may be a focus to continued LCI growth and programs.

• Construction costs will continue to go up significantly - making it difficult for owners to afford projects.

Staff • I would assume that a healthier economy equals more construction. More construction equals

more opportunity to implement Lean. A tighter economy might present an opportunity to showcase Lean's financial efficiency.

• Climate change and it's relationship with Lean. How do we incorporate this topic into education and what our company does.

• Lack of skilled labor - craft level in particular • Technology players and specialty builders (operating more like manufacturers) will impact cost

and design trends in industry, perhaps pushing out some who are industry stalwarts now.


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What political, legal, and regulatory trends or factors do you see that could affect LCI, and in what ways? Board • Our industry will de-regulate in response to increased need. This will enhance LCI's ability to lead

a more nimble, concurrent approach to Design and Construction. • There will be a change in leadership in the United States as well as continued price pressure from

Europe based upon the value of the dollar. Depending on the swing in policy that comes with this change in control, we could see things go either way - continued pricing pressure or pricing relief. This will affect LCI in ways similar to item 3 above (economic trends).

• There may be regulatory breakthroughs that allow 3D models to be permitted, that allow public entities to use IPD contract agreements.

• Trade issues Immigration issues and effect on workforce

• Uncertainty in 2020 election and possible infrastructure investment and policy changes (e.g., permitting, environmental standards). Large increase in federal infrastructure projects might mean focus with federal agencies would be valuable to lead change.

• Well our politics are divided, but I do not see that effecting us too much. • McKinsey report among other data shows the negative impact of regulation on productivity and

innovation in AEC. Potential for Carbon Tax means buildings could be considered carbon banks

• Legal- the continued widening gap of services that the owner takes on in separate traditional architecture and construction agreements Regulatory- lack of oversight/capacity and use of technology by the AHJ

• Diversity and Inclusion comes to mind. With the current state of our political landscape, the conversations have drastically changed. For better and worse. LCI should be prepared to address issues that impact how work is delivered, so having a team that is empathetic to these trends is important.

• Immigration challenges may pose the largest threat to our industry as the opportunity to import additional talent becomes more difficult Trade wars and the resulting dynamics on raw material procurement approaches could impact risk profiles within the construction industry. The cost of risk transparency within LEAN could be considered a negative for owners who may be more inclined to remain ignorant of the total risk of a LEAN project.

• Owners will need to accept their share of the risk in the design & construction of their facilities. Meeting environmental regulations will cost more and take more time.

• Current state: 1. Tax Reform - More money in economy, more $ for industry. 2. Infrastructure - focus on infrastructure lends to more $ on construction spend. 3. Regulations - reduction in regulations lends to faster construction speed and reduced costs. 4. Immigration - further strain on workforce. Summary: Money dumping into trillion dollar industry, how can LCI increase awareness of GC/Trades and convince Lean tools and principles are the way to capturing more market hold and margin.

• Public sector contracting for true IPD will continue to be a hurdle. • There will be a continued increase in Progressive Design/Build as a delivery model.


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Staff • There is more of a focus on safety in the industry and LCI does not focus on safety at all. We lose

people's interest and our ability to get information out to the industry. • Government budget deficits could affect government investment in construction. Relaxation of

governmental environmental regulations will have an impact on the construction industry. • Remaining politically neutral is the best policy. Being "typed" with a certain party could be

detrimental to our growth and overall success. • Not sure of any unique impacts. Generally speaking we are no more or less impacted by

regulatory action than the rest of the industry. Possibly reductions in infrastructure spending could impact major projects over time.


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What trends or factors in technology do you see that could affect LCI, and in what ways? Board • A big trend is VC funding similar to the tech industry. Another is a blockchain that will tie multiple

project players together in a more transparent fashion. • The drive toward technology will continue to increase. Companies will be forced to advance

along with it or be left behind/lose competitive edge. LCI must continue to advance in this areas as well, whether it is how we reach our audience, how we teach or train, how we support our members, or any of a number of other technology interfaces that we have.

• Fast, immediate access to accurate information being the norm. Phone based, high speed, easy to use. Interoperability of software pulling from data organized per international standards.

• Technology changes specifically with the interaction between design and trades- direct to fabrication, etc...

• Complexity of technology options and increased need for digital skillsets of project teams. While LCI typically technology agnostic the technology tools might be a catalyst for better use of lean practices

• there are big opportunities to better leverage technology to strengthen LCI's communities and board with more virtual meetings, and better data management to show the benefits of IPD and lean.

• Blockchain could change the monetary transactions of AEC projects and/or radically change inspection process Facilities management software could improve and allow for more complete lifecycle management of buildings

• lack of common industry BIM/ technology standards Technology interoperability Ability to access and utilize "big Data"

• Technology is moving so fast LCI will more than ever need to find ways to hear the voice of the customer.

• Technology that attempts to offer an easy button to more complex issues like The Last Planner System.

• Digital tools and cost/DATA analysis are becoming broadly prevalent within other industries...but construction, in general may not be ready or have the right skills to be able to exploit the benefits. Could this be an opportunity for LCI to influence and intentionally drive?

• How well a company leverages Big Data will become critical to its success. BIM will become ubiquitous. Software will enable buildings to design themselves or at least significants pieces of them.

• Technology is constantly changing and it seems like lean fits right in. Leveraging relationships with technology vendors will be crucial.

• Have to position that technology is awesome, however, it doesn't replace the people, behaviors, and culture needed to successfully implement lean tools and processes that WILL create value for the stakeholder.

• VR and automation in design/construction methods, particularly in moving industry to manufacturing. Owners will demand greater value/quality to spread capital resources further.

• Things will move more and more digital and also toward prefabrication and automation. Staff • A big trend that could affect LCI is mobile technology. LCI needs to ensure that everything we do

or put out can be readily accessible via all forms of mobile technology.


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• Lean processes are becoming digitized. There are more and more software options for Lean management of construction projects. Exhibiting at our events is an opportunity to reach the faction of the design & construction industry that would use them. Technology is more mobile than ever before - lending itself to onsite use and immediate adaptations to the job site.

• Companies such as Prescient are using technology to link the discrete disciplines of architectural design, engineering, manufacturing and assembly. Discrete sub-markets may merge or overlap.

• Not being as tech sauvy as other companies. Not having our own internal IT team. • I do not posses relevant expertise to provide meaningful input. • Use of technology for learning and sharing of information. More virtual sharing • Greater emphasis on virtual reality solutions, tech-driven changes like computer-created and -

printed building components, more robotics.


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What trends or factors in the building industry do you see that could affect the future of LCI, and in what ways? Board • Design for Manufacturing and Assembly. Our processes, structures and payments will

fundamentally change. • The continued trend toward pre-fab will lend positively toward LCI.

The trend toward collaborative teams executing construction projects will positively affect LCI. The increasingly litigious world will negatively affect LCI in some respects with regards to shared risk/reward agreements.

• Experienced field personnel retiring. Low levels of interest from smart young people in our industry. Much higher levels of DFMA. Much higher needs for effective supply chain management as a key skill in our industry.Less tolerance for multi-year lead times for major capital projects.

• Material and labor shortages • Increasing speed of change/ global markets is putting pressure on design & construction

consumers to plan (i.e., what to build when). In addition the innovation in all materials increases complexity of construction and presents risk as well as opportunity if LCI can help teams be more resilient. Continued war on talent to pull workers into industry and increased digitization of work/ robotics will change the type of work needed for teams to perform.

• my responses so far have mostly been about the AEC industry, these forces will change the industry - hopefully to a more performance based and collaborative industry. LCI would be in a role to provide tools to track and promote those two areas

• Integrated/ collaborative delivery platform • More General Contractor involvement will be a key factor in the future. • Large owners with larger mega projects that see the need for collaborative environments, but

have not bought in on how LCI Tenets can benefit them. • Tech companies that are designing and building in a manufacturing space, then delivering and

installing on site. • -There is a trend for owners to LEASE vs build/buy space. Will property owners be interested in

enabling LEAN on their projects if they are not the end user? • Lean

Prefabrication and Modularity BIM Taking on more of a manufacturing mentality. Big Data and Advanced Analytics.

• Prefab/modular construction. • Continued movement from traditional construction platforms to Manufacturing platforms will

continue to evolve and at a more rapid pace. • There will be more consolidation of trade firms like large MEP firms. This will create demand for

lean. Staff • The increased acceptance and implementation of Lean project management should increase our

membership numbers and time in the industry spotlight....until it becomes the norm. • Increase in Modular and prefabricated Construction projects will affect LCI's member base.

Ongoing labor shortages could cause construction scheduling disruptions and affect labor/project costs.


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• Where people are building and how they are building and how LCI can remain relevant and up to date on practices and tools for our consumer.

• Modular construction and offsite fabrication is becoming more desirable for both safety concerns and economic factors but I'm not sure how that could directly affect the future of LCI.

• The need to continue to build faster and for less. Trends towards alternative ways to build.


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Stakeholders – All Trends From your perspective, briefly, what two or three important trends do you see coming up in the building industry -- including demographic, social and cultural, environmental, political and regulatory, technological, etc. -- in the next five to ten years or so that we should take into consideration as we plan LCI's future?

In light of these trends and factors, how do you think LCI should act in response?

Prefabrication / Off-Site Fabrication is still a big one, this is going to continue to revolutionize our industry. Women in construction

LCI could maybe spend more time and effort collaborating with the design & construction industry and provide quarterly research, reports, white papers, etc. I wish there was more focus on promoting women who are lean practitioners.

I have been pleased to see how easily our field leaders have adapted to newer technology in the way of iPads' (or iphones) used on the site for current information and sharing information. A better network capability throughout the project site will continue to improve this real-time collaboration. Continued advancement in prefabrication is a must, we should feel like we are in a race to get better here (what are the next big ideas?) There is potential to improve safety through technology and this should be high on our radar, software that is put on the safety vest or hard hats to detect where work is happening at all times. AI software that can determine if anyone is doing something unsafe is not out of the realm of possibilities. Software detection of "completed work areas at each phase and trade" through drones or robots. Continued emphasis on better visual planning and measure work installed versus planned.

Continue share information and trending, but the information should be on real projects and what really going on. A LCI journalist team to continue comb the nation for projects that are doing lean construction and innovative things to improve the industry and outcomes. There are some many opportunities to choose from this could be a monthly periodical (or better yet videos) with some real teeth in it. Topics like Lean efficiencies, Five S that works, Elimination of waste, Preconstruction management, Design goes lean, LPS saves another project, new robotic technology improves project performance, etc. Framed around what's working and what's I would think if this is done right it would be very interesting to owners who spend their money new projects. Interviews that are unbiased and telling us the facts so we can continually improve on all the right fronts. Focus on what owners, design, field leaders, production, etc.

The industry should prepare for a slowdown over the next few years. Sustainability across all industry types will continue to grow in importance. Collaborative environments and contracting will continue to become more prevalent but change will continue to be slow.

The momentum of Lean in construction will continue grow, but the integration between construction and design is not growing at the same rate. Emphasis on Lean in design and the integration between design and construction is needed.

There is a significant movement in the use of technology (AI, VDC, etc.) in our industry. Also, prefab and modular is getting more attention as a

Offer more exposure to these topics and educate their communities of practice. Offer workshops, Gemba tours, etc.


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means of providing a better, safer and cost effective products.

Automation, business as a force for good, globalization

I think all of these will drive transformation at a "meta level" in design and construction...LCI should be trying to understand the implications of these changes at that level and respond accordingly. To me it seems that it will require a significant shift away from tactics and tools toward culture and connection.

Labor shortages, particularly in the skilled craft are going to force fundamental changes in how we construct. We now have 3 prefabrication plants and are adding a 4th. Technology and venture capital supporting technology companies focused on construction. The advent of Katerra and other tech focused construction companies. Pending economic downturn.

Put more focus on overall integrated practices and delivery methods that take advantage of lean principles (BIM, prefab, etc.) that are not pure IPD. What can we do on every project and not just a select few? More focus on integrating all the fragmented components of the industry from design to supply chain to the work in the field.

continued challenge in finding craft workers; increased reliance on technologies align to the trends

In the next 5-10 years, there will be fewer people and companies able to afford new facilities or even upgrades to existing facilities unless our industry can radically improve the ROI and triple bottom line of what we do.

Work with the LCI members and other industry groups to reinvent how facilities and renovations can come together more efficiently. Really challenge the existing status quo. That is difficult to do and will require the mind of a disruptor.

I have concerns about some of the new software being offered to "streamline Lean", i.e. Touchplan in lieu of sticky boards. I support this software but worry that people are taking shortcuts without understanding the underlying principals.

Acknowledge these software as beneficial but, emphasize the importance of the underlying principals.

Increased use of AI and leveraging data. Strategic partnerships dedicated to select markets Public sector requiring a complete overhaul of systems and project delivery capability

Outreach to public sector Investment to tie technology to lean thinking What can we do to capture the young people entering the business?

One of the biggest trends that i see coming is the potential labor shortage in the construction industry. How do we recruit educated talent to fill the void of a aging work force. Finding replacement workers to step up to leadership rolls.

LCI can Highlight the different programs that are looking to get intercity adults into trade programs and apprentice progams to help them see the benifits of the unions.

- reduced quality skilled trade pool = greater demand for innovation and prefabrication - loss of knowledge bank as "old school" leaders retire = opportunity and demand for teaching next Gen best practices for managing project teams and

- continue to share and teach on flow / removing waste / opportunities for prefab - consider engaging retiring senior supers as consultants and retraining them as Lean advocates


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project schedules - shift is happening towards higher collaboration = good time to capitalize and implement Lean in many areas Continue to focus on field applied lean. Labor shortages will continue to hurt our industry. We must do more with less.

Pour resources into those who are pushing lean in the field.

Artificial intelligence/machine learning Craft labor shortages Recession - how to build what is needed with less

Evaluate/ keep tabs on trends and understand and incorporate how lean will support or how we need to adjust to reduce risk in conjunction with viable trends. Reevaluate every 1-5yrs as needed. Use A3 problem solving to work through problem and to socialize with appropriate audiences for input/peer review.

1. Robots and software coming to take our jobs. 2. It's a cliche that nearly every Powerpoint deck about lean includes the graph showing how poorly the AEC industry has fared over decades compared to agriculture and other industries. However, if we want buildings to be as efficient as agriculture, they'll have to become mass produced and highly uniform, just like the huge agribusiness fields that have taken over farming by eliminating highly diverse and location-specific family farms. Is that the world we want to live in? Perhaps a more nuanced evaluation of the value of design as it impacts the built environment is in order.

More consideration of design: Research into lean/agile design methodologies, outreach to the design community, etc.

Modular Litigious nature of our industry

Continue to inform and evangelize to the industry at large of the waste in our current systems, processes, and trends. Highlight the value on a high-trust environment.

1. Tempo of technological change. 2. Climate Change 3. Workforce Demographics Focus on using lean thinking to improve safety and take burden (hard work) out of the industry to accommodate an older workforce and attract a younger workforce not necessarily willing to do the hard, risk-filled work. Other wise our industry will have the "left-over" labor.

Shift focus away from items like delivery and production methods and focus on improving the work that takes place on the jobsite that improves safety, quality, productivity and cost (in that order).

The productivity gap between the construction industry and the rest of the economy is the main challenge facing the AECO industry. Closing this gap could bring value to project owners from cost savings, to construction firms and, to workers from

Focusing on educating and engaging the community leaders from city and local municipal government, planning and building departments, housing, healthcare and financing sectors on the substantial


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higher wages, as well as to society at large from delivery of more and better real estate, particularly at a time when many cities face serious shortages of affordable housing and healthcare facilities. Therefore, an increase in productivity leading to a reduction in cost of each project could potentially increase the number of projects that can be delivered. Additionally, the construction industry is facing an aging workforce. This means that recruiting and retaining new people into the workforce is going to be critical, and a manufacturing approach offers an innovation opportunity for people to access. Moreover, there can be a reduction in health and safety incidents. Working in an offsite manufacturing facility, reduces the risk of construction safety accidents and allows for better coordination. This helps with fewer trades competing for the same space and reducing the need for parking or transportation, reduction wait times and underutilized talent. This efficiency can improve the wellbeing of the labor force.

socio-economic benefits that transitioning construction to an offsite lean manufacturing model can produce. By growing their awareness and cultivating meaningful partnerships with other sectors, the construction industry can realize major productivity improvements which results in important economic growth.

Digital transformation and supply chain integration, promoting off-site fabrication.

Find a way to affiliate with other industry leading organizations to bring lean thinking to this transformation.

Workforce talent recruitment and retention. better focus on diversity. Expansion of modular and pre-fab capabilities in the construction sector - a lean trend clearly in LCI's wheelhouse. New technologies impact on lean practices - disruptive or complementary?

Better engage with all sectors. Focus appears (real or a perceived) to be on owners and GCs

1. Lack of properly trained human resources 2. Automation of the construction process - technology

Our society here in the US is still predominately has a lump sum bid mentality. They really do not see the benefits of a more integrated delivery process that looks to drive the waste out of the process. Helping to change the mindsets of Owners has the biggest value at this point.

Modular construction is here and just a small amount of construction currently. How do we help provide standards to this piece of construction for adoption into the industry.

How do we incorporate Modular into our projects where possible?

1. Modular is very lean. 2. There will be increasing focus on safety. 3. Jobsite automation is controversial but unstoppable, and also very lean.

1. LCI should lean hard into that trend (sorry for the bad pun) 2. Do research to link lean to improved safety performance.


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3. Have a position that links lean to automation without alienating too many stakeholders.

Prefabrication/Modularization, Employee Engagement, Generational Leadership, Sharing Lessons Learned and Best Practices

They have to be more intentional with not just the tools and methodologies of implementing lean, but also capturing and sharing the positive and negative experiences of those putting it into practice.

1) Aging workforce, fewer experts. More young talent with different work mentality. 2) Over excitement and desire for technology solutions 3) riskier work, unreal client expectations

1) more involvement with developing our future leaders at university CM programs, field training programs 2) emphasis value-add thru “people-based” solutions... need more data... 3) more owner engagement. Cross organizational learning. More data driven understanding.

increased energy efficiency needed more automation and prefabrication coming

continue to strive for more design partner involvement

1. Trend toward alliances. and a focus of optimization on the supply network as a whole versus the 'client' in current supply networks. 2. Rising importance of social and environmental sustainability. 3. LCI is now in that phase in which membership extends beyond early adopters.

1. The challenge and opportunity in the trend toward alliances is shifting the focus of optimization to the supply network as a whole versus the current focus of optimization on the 'client' in those supply networks. 2. ...suggests an extension of Lean beyond only the economic. 3. In order to move further toward the goal of lean transformation of the construction industry, market pressure will have to be sufficient to compel adoption of Lean by those who cannot be persuaded by evidence and argument. That pressure will come both from clients and from competitors. LCI will need an explicit strategy for making this happen.

-Today’s booming economy means a downturn is on the horizon within the next decade -workforce is changing due to large shifts in generations that create new content delivery needs

Use PDCA to improve and pivot current offerings with small experiments based on feedback from the industry via A3 problem-solving

People skills are critical to success, change management training is critical. Skilled labor shortage requires better leadership skills.

Partner with teachers/Psychologists to introduce and develop these skills.

- Less labor available - Industry 4.0 technology

- role of robotics in construction - role of technology innovation in the industry

1). Rapid shift in demographics and age-related mindsets - the next generation of construction leaders will depart dramatically from the paradigms

Get in front of the generational issues and electronic information flow.


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of current leaders 2) the need to expand the workday to continuous operation with seamless coordination. 3) linking the entire supply chain in a pull-based system, possibly via a blockchain approach

Construction as Manufacturing, Design as Design-Build, fewer skilled laborers

Rethink how we approach our mission. We're internally focused. Our message doesn't resonate with most of the construction industry and even more of the designers. Owners are key.

1. Total cost of procurement of a new building. Regulation and contract language is driving costs up in many critical building types (industrial, healthcare...). 2. Population Migration: I believe there will be some level of middle class migration from the coasts inland as the rate of increase in the cost of living pushes them into less expensive parts of the country. 3. Automation / pre-fabrication / modularization. Traditional design and construction workflows do not support the best practice for automation, pre-fabrication and modularization. Support is needed from industry groups, owners, authorities having jurisdiction, regulatory and licensing to support the most efficient delivery of high design buildings using these strategies.

More applicable research into the total cost of procurement for buildings comparing traditional and collaborative deliveries. Outreach to the "second cities" on each coast. Typically you find less sophisticated local AEC teams in these cities and often they will be overlooked in a highly collaborative delivery because of a lack of familiarity. Collaborative delivery connected to the use of automation, pre-fabrication and modularization needs to be recognized at the regulatory level before it can be fully realized. Building codes, AHJ inspection processes and Owner payment are large hurdles that need to be cleared to fully implement a true new workflow. Currently we are still delivering building in a framework of regulations, codes and contracts that have evolved slowly since the late 1950's that supported a significantly different industry

The generational shift of new employees entering the industry with a desire to be highly collaborative and also technologically inclined. This same change for a technologically inclined generation also requires us to ensure we have strong collaborative and process behaviors to ensure we do not over rely on technology to the detriment of organizational and project collaboration.

Create messaging and content that connects with individuals that want to change the default behaviors of our industry. Teach them fundamentals so that process and behaviors on projects are well structured in a way that leverages technology industry benefit rather than automating bad process.

young people do not want to work on design bid build and cm at risk traditional adversarial work. Their generation thrives in a borderless lean multiparty environment of collaboration increase the use of the contracting method


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Technology - create a more efficient design process, shared technology for design and trades Workforce - enticing young adults to choose a career in construction

Reach out to the high schools, trade schools and universities to build a curriculum for the new processes and awareness of the benefits of choosing this career path.

Context: urbanization, climate change, resilience Technology: design and construction automation Demographics: loss of boomer expertise, labor shortages unless immigration resolved.

Position itself in the constellation of organizations--perhaps through LEAN--and be clear about Lean implications for design and construction. Lean is a technique--does it rise to the level of a "massive strategy" for the industry?

The industry needs to keep pushing LPS for all jobs. As the margins on jobs continues to shrink, it is critical that we all maximize efficiency and effectiveness on each and every job. We need to better utilize collaborative planning tools like LPS but it needs to be pushed by a competent GC and understood by each sub trade.

LCI should develop the next level of LPS training along with a certification for different levels of LPS knowledge. LCI should also develop a network of LPS coaches that get posted to the LCI website. These coaches would be LCI approved LPS instructors that agree to volunteer to provide support by CoP. So if a GC requires LPS coaching, they could look up a local LPS coach on the LCI website and they could get direct support.


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MISSION Without referring to the current mission statement, how would you describe the core purpose of LCI? Why does the organization exist? Board • To share knowledge around better ways to design and construct projects. Better means faster,

more reliable, higher quality. • The core purpose of LCI is to fix the broken components of the construction industry and the long

term negative trends that exist. LCI exists to communicate the message that there are better ways to execute construction projects and to provide training around proven ways to improve this broken, siloed industry.

• To transform design and construction for the betterment of all (leadership to day to day workers; designers, builders, owners). To make the industry extremely effective and what it does, to make the industry a leader in high performing, high satisfaction teams.

• Bring value to the built environment • transform the built environment - how design and construction work is performed to deliver

better buildings • To promote, teach, and continually improve the application of lean methods in the design build

environment. • identify wasted opportunities (time, Human Resources or intellectual value) in an industry that is

one of the most wasteful in the world • Minimize Waste- Maximize Value • To advance the construction industry in best practices, education and processes. • LCI exist to educate the construction industry with relevant tools, practices and behaviors that

improve how work is planned, designed and constructed, which should positively impact the bottom line of our contracts.

• LCI facilitates the adoption of LEAN IPD and the collaboration, development, and sharing of best practices across the construction ecosystem of Designer, owners, and contractors.

• To help the industry learn new, leaner, more effective ways of delivering value to clients. • To help those in the design and construction industry apply Lean principles and practices. • LCI was developed to further educate the construction industry on utilizing lean methods to make

the construction more efficient both in the way we do things and to minimize waste. • We exist because there is a better way to build. • To fix a broken, siloed industry to enhance value to all participants. To promote practices and

philosophy to enhance value, safety, sustainability. • Offer learning related to the core tenants of lean to the construction industry - focus on people,

flow and minimizing waste to improve value. Staff • We are an education-based organization which imparts knowledge and resources to the design

and construction industry to help its people improve themselves and their processes by eliminating waste in all its forms.

• the purpose of LCI is to promote Lean project management, educate the design and construction industry on Lean tools and techniques, and provide a forum for industry sharing.

• LCI exists to support the Design and Construction industry in awareness and evolution of Lean concepts through forums, networking and educational programs.

• Transforming the built environment is the LCI motto. The goal of LCI is to educate design and construction professionals about Lean practices.


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• To remove waste from the built environment • To support the design and construction industry in finding solutions to more efficiently deliver

construction projects utilizing Lean methods • To support people/organizations in the building industry in advancing and improving how projects

are delivered. • To fundamentally reform the industry in ways that allow the enhancement of the value of human

talent on projects and capturing the associated benefits for all project stakeholders. Stakeholders In your own words, what do you think is LCI's central purpose or mission? • To spread awareness about Lean & LPS, support education on it and promote bringing owners,

builders, designers, educators together to further improve project delivery. • Create awareness, understanding and desire to transform the design and construction industry to

Lean practices. • Leading and promoting our industry into the future of construction with lean philosophy and all

its tools. A premiere lean learning institution, providing innovative learning resources, opportunities and support data for our industry.

• Promote best practices and education (e.g. tools for design and construction integration) • Transforming the design and construction industry through implementation of lean tools and

techniques • Advancing adoption of lean tools and techniques in the design and construction industry • To be the central hub and collection point for the industry to gather and proliferate Lean best

practices and innovations. • educate and advance lean principles • To eliminate waste in the planning, design and execution of capital construction projects • To help people and organizations on their Lean journeys to eliminate waste and add value. • to improve project delivery • Bringing owners, designers, and trade partners together to better the industry and reduce waste. • Leverage lean principles, mindset, and tools to improve the design and construction industry. • To spread the gospel of Lean Construction. • To transform the design/construction industry utilizing lean thinking. Which requires advocacy,

education, creating customer pull. • Advance the knowledge and practice of value-raising, waste-reducing practices in the AEC

industry. • Continue to improve the industry by educating, training, and aligning the industry on the most

effective way to deliver buildings. • To provide resources, research, and educational opportunities to help the design and construction

industry to move toward a more lean and hence more productive work model. • Promote lean thinking in the Construction Community • LCI exists to educate and influence innovation in all our communities to eliminate waste and

provide more value to our customers. • To create demand and capability to deliver projects using lean thinking, and continue to research

and develop new lean methods. • To inform and educate members of the built world community about Lean principles and

practices


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• To transform the design & construction industry through the promulgation of lean project delivery methods using research, training and events at the national and regional levels that support continuous practice and improvement.

• To help transform the construction industry. • To spread ideas and knowledge to the construction community how to eliminate waste and

continuously improve. • To promote the use of lean construction • To educate and improve the understanding and implementation of lean culture and

methodologies in the construction industry • Governing, non bias, body to foster healthy design and construction practices by leveraging lean

techniques. • Promote and teach Lean principles • Lean transformation of the construction industry • Create an environment where the construction industry can openly and honestly dialogue on

challenges and improvements across roles and functions • Transform the construction industry through lean thinking. • Improve the performance/value delivery of the construction industry • Raising awareness to and promoting a lean-based mindset for capital projects - improving results

for Owners and project participants • To change the design and construction industry to lean mindset and practices and thereby

increase owner/user value, reduce costs and speed construction. • To evangelize the advantages to the industry in the application of Lean philosophy to the

operation, design and delivery of the built environment. • Adapting, improving and creating new Lean behaviors for the AEC industry. • remove waste from the construction industry • To transform the way the industry delivers design and construction projects. • Unknown - promote Lean methodologies? • To provide a central location for industry best Lean practices for all levels of construction phases

and organizations


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What do you think are the three or four most important core values that the organization lives by, or should live by? Board • Respect for people, Continuous Improvement, Responding to needs of the world, Enduring

relationships. • 1) Respect

2) Integrity 3) Common Goal/Purpose (aligned)

• Respect, Transparency, Collaboration, Courage • Value to the design and construction professions

Associations with industry organizations Voice to change construction

• people first (respect for); continuous improvement, simplicity, learn by doing • Ethics and Integrity. Emotional and physical safety. Customer focused. Driven by purpose. • be effective in targeting root causes of waste opportunities

focus on change processes and adoption move boldly to invest in areas most likely to make a positive difference

• Safety Continuous Improvement Process Improvement Quality of Life

• Solution Orientated Education for change Best Practices

• Integrity authenticity significance

• Unbiased & Inclusive - equally focused on developing and enabling LEAN (not just LEAN IPD) practice by owners, contractors, & designers Not for Profit?

• If LCI is focused on "lean," then LCI ought to be Lean themselves • The design and construction industry is broken (or at least it has significant issues).

The application of Lean principles and practices is what's needed to fix it or transform it. We need each other and that by truly collaborating we can transform it and achieve greater outcomes than if we were to go it alone.

• commitment to each segment of the industry commitment to expand technology and innovation creating a better workforce

• 1. We all exist in this industry to support the man or woman in the field, the only person creating true value to the stakeholder. Every decision made should be made through that filter. 2. Respect for others. Leave it at the door. 3. Be ruthless with waste elimination. 4. Always improve something, every day.

• Excellence, Innovation, Respect • - look at projects as production systems

- be helpful in the marketplace, offering support


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- continue the not for profit mission - spread knowledge in as many ways as possible to reach more people.

Staff • Respect for people

Total transparency Helping people help each other (internal and external)

• Lean saves time, money, resources, increases efficient productivity. Open exchange of information. Continuous improvement

• Collaboration, continuous improvement, inclusion (every participant has a voice) • Communication, transparency and mindfulness • continuous improvement

teaching/encouraging people to act/do adding value for members

• Respect for people; Transform the D&C Industry through Lean implementation

• Respect for people Continuous improvement Educating people Listening to what members need/want/value

• Respect for people, continuous process improvement, enhancing value for owners, reduction of waste


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VISION What would be the single most important goal for LCI to accomplish in the next ten years, if there were no obstacles to success? And what will the future be like if LCI achieves this goal? How will things be different? Who will benefit, and in what way? (up to 40 words) Board • Bend the productivity curve! By researching, aggregating and disseminating techniques and

culture, LCI will lead the industry in hitting the 7+1 productivity metrics in the McKinsey report, capturing $1.6T in lost value and serving the worlds greatest need.

• To propagate a far-reaching message around what Lean is, what the benefits are, what success looks like, and how to achieve it. This message needs to be clear, consistent, and supported by data. It needs to reach across all members of the construction community from tradesmen to trade partners to general contractors to the design community to Owners. The "how to achieve it" component of this message needs to be supported by tools and training that are available to all and supported by experienced practitioners/companies in order to increase the chances of success. A wide portfolio or project examples needs to be developed to communicate what is possible and provide support to the message. An engaged, diverse community of passionate, committed practitioners needs to be in place to carry the message forward. broaden the reach, celebrate the successes, and support through the challenges.

• High speed, high quality creation of value for society through capital projects. Projects having large cost overruns, schedule delays and scope compromises will be a thing of the past. Zero Impact buildings will be the norm. (Energy, water, carbon, air etc). This industry (design, construction of capital assets) being the young people most wanted to join because of it's reputation for quality of the work environment, and for it's ability to innovate around and deliver on what society needs from it's capital assets.

• Radically change how design and construction operates by eliminating silos, behavior resulting in lawsuits, cost overruns, schedule overruns.

• Top three owners, architects and builders in major markets in US deliver at least three projects with transformational outcomes that were indisputably achieved by the use of lean thinking and methods. These projects would serve as best-in-class example for other in the market to replicate to achieve similar results. Lean will have diverse and repeatable value proposition and not seen as something for west coast/ healthcare/ IPD projects.

• In targeted industries, reach the tipping point where the industry has sufficient momentum to shift from traditional design and delivery to lean, integrated design and delivery. Then use this success to move to other industries. everyone involved can benefit as the intangible and often tangible benefits of trust, collaboration, emotional safety, and comradery are enormous.

• transform the industry to one that is a model for high value, high impact use of resources where all stakeholders can contribute to the work and experience success. Future would be 50% gains in productivity, so work can be valued more highly, and outcomes better matched to goals Difference from now is radical in value proposition for the industry and demonstrated value to society benefit to industry is higher fees/salary, better return on investment benefit to society is built environment that meets needs and elevates humanity

• To aid/support the ACE industries in transforming the way the built environment is delivered. We will be able to finally revolutionize/ transform our collective industries. All will benefit- AEC, Owners, the Environment


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• Owners and General Contractors full buy in on every project. It will bring in the hundreds of thousands of sub contractors working for general contractors to need the education and resources of LCI. The entire construction industry will benefit.

• A significant measurable shift in how the current LCI membership positively impacts projects across the country, thereby raising the value proposition of the business case for Lean.

• LEAN best practices are leveraged and implemented, to the fullest extent possible, in all engineering and construction programs. EVERYONE in the ecosystem would benefit with personal skill growth, more desirable, inclusive, and fulfilling work environments, more cost efficient and profitable programs and projects.

• Lean Integrated Project Delivery (IPD) becomes the norm. All major capital projects in both the private and public sectors are delivered using Lean principles and practices. As a result, we are getting more value for the collective investment we are making in the built environment. And, those in the design and construction industry are finding it a better and more fulfilling place to work. Lean does for project delivery what it did for manufacturing.

• Bring Lean to everyone in the industry if only a taste. • Change our perspective of onboarding owners to change the game to onboarding trade partners

first, GC's second, design third, owners last. Greater penetration into industry with a wider net. The industry will dictate how owners will buy, lending to more opportunities for IFOA/IPD delivery methods. LCI will have greater industry relevance as source of truth, greater numbers in LCI through tapping trade markets that have largely been untapped, and down the line.

• Be the catalyst to integrate the industry for enhanced/measurable outcomes of Value, quality, innovation, safety and trust. If successful, will have broad based embracing of IPD as the delivery mechanism of choice.

• create tools and trainings for progressive design build to allow owners and project teams to be successful with this growing business model. This will allow lean into most public projects. Everyone can benefit if this happens.

Staff • LCI needs to develop a certification. It would be a "golden handcuff" program and would keep its

member involved with LCI and give them what they have been asking for for years. LCI will pull ahead into its roll as the Lean leader organization and both LCI and its constituents will benefit - they will become more involved with LCI and LCI will become more well-known in the industry.

• Lean project management as the norm across the design and construction industry. LCI would be the premier professional association of Lean practitioners, and authoritative source of education and training. Our members would rely on our events and connections within our membership for constant improvement of their own organizations

• LCI should strive to bring Lean Concepts to a growing percentage of the industry and be able to report progress on an annual basis. Actionable information will make membership in LCI more attractive.

• To grow in terms of members and folks who take advantage of education courses to drive up revenue. It would be great to have more members and more people practicing Lean because of LCI's efforts.

• Integrated Project Delivery would be the norm for the industry. Everyone benefits from this - owners/designers/trade partners etc. by having better projects from start to finish. Lower cost, faster completion, more innovation, personal satisfaction


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The future for LCI would be to support the industry as it does now but wouldn't need to have such a focus on changing the industry's culture more of a focus on innovation and support.

• I think that our customers are looking for a path to some kind of "Lean certification" - something that represents their knowledge and abilities.

• Certification program to level set Lean knowledge and ability. The expectation of knowledge, skill and competency will be level set. Owners will have more confidence in who they are hiring for projects and the expectations. Providers will be held to a level of competency and expectation. It will help to eliminate some of the current smoke and mirrors of people claiming to be Lean. It will support LCI in: building brand awareness and purpose, supporting an education path for members, enhancing member engagement.

• Making Lean Design and Construction the mainstream, predominant thinking and set of practices by which projects are performed in US building industry. Projects will cost less, injure (and burn out) fewer people, and be more responsive to owner and end-user needs. Teams will benefit by working together more smoothly (and actually having fun). Conflict on and off the job (i.e., claims) will be significantly reduced or eliminated. More projects may be done and owner satisfaction will be greatly enhanced.


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In what ways is LCI well-positioned to achieve this goal? Board • LCI has great linkages to diverse markets, regions, roles, experience levels. • LCI has much of the right passion for the work that needs to be done through its BOD and

membership as well as the appropriate corporate structure. A good foundation exists for the training and reference materials to communicate and train. Financially LCI would also appear well-positioned to achieve the goal.

• Some of the smartest people in the industry are connected through LCI. Some of the smartest processes are getting pulled into companies who are trying to do things differently. (TVD, A3's, Kata, CBA, Last Planner). And technology is starting to help (BIM for fabrication, OpenSpace tracking of project processes.

• There are success stories that prove that using Lean will enable this to happen • Communities of practice in most major markets

Relationships/ connections with major owners, architects and builders • We now have early momentum and have grown in influence, and are strengthening relationships

with other organizations (ISPE, CURT, CII, etc) so that we are not doing this alone. This needs to continue.

• one of the only AEC entities focused on waste/value focus allows for progress and fewer politics about balancing something for everyone, less need to address the wide range of aspects of AEC and built environment

• LCI is well positioned to be a change agent across all discipline engaged in delivering the built environment.

• Solid foundation of educational programs. The industry recognizing the need for change and LCI as the best platform for that change.

• We have a brand that is still significant, reputable and consistently penetrates the market. • LCI has a reputation for LEAN IPD excellence and is the predominant organization for owners,

contractors, and designers to learn about LEAN IPD best practices and connect wtih fellow practitioners.....there is a strong equity and network to build upon

• LCI members believe strongly that Lean IPD is truly the best way to deliver capital projects, and they are committed to helping others see this as well.

• Growing interest, good relationships and engaged volunteers • Leveraging it's current relationships and building upon our foundational trade partners. • Great group of visionary leaders and the support / membership of industry innovators. • LCI is the recognized authority on lean in construction and has a relationship with DBIA. Staff • LCI has an eLearning program which is a good start and would provide CE's if a program was ever

gotten off the ground. We have the full-day courses, micro-courses, and webinars, that are great places to find those as well.

• CoP events are thriving and introducing Lean to new companies and new geographic areas. CoP events provide our educational material at a local (more accessible) level. CoPs have enough autonomy to steer their own ships, according to their local markets, and receive support from our national office to achieve their goals. Informal CoP events are very effective for "word of mouth" Lean endorsement and education. Presentations at local events and our national conferences highlight case studies - failures and successes - which appears to be a very effective way of progressing an understanding of Lean


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• LCI's programs (CoP involvement, National forums (Congress and Design Forum), Educational products are growing. Membership is growing.

• Steady growth • I think that needs to be figured out - how we can provide this service • Some base educational programs are in place at an introductory level. Full time Director of

Education Programs in place to help lead the effort. A community ripe with the need. • We are clear about the goals and single-minded in pursuing them (within the limits of our

resources).

Stakeholders Briefly, what do you think are LCI's one or two greatest strengths? Right now, LCI is much more organized than it used to be. This has further increased the value it brings to the group listed above in it's different events ... Congress, local CoP events, etc. Also, LCI is more focused on the practitioners than in the past which I would believe is why there are more corp members ... they support because it's improving their work /projects. Diversity of membership/participation by owners, designers, builders, trades, etc. 1. The good people running and working for the institute. 2. The depth of knowledge that is shared and taught 3. The national platform and recognition that is helping the industry improve more every year. creating awarness and an environment to share best practices - Intellectual and leadership of individuals involved with this organization. - Resourcefulness Passion and commitment of its members The industry has generally concluded that LCI is the Lean industry organization that we should all support and be a part of moving forward. LCI has passionate and dedicated leaders. info sharing and collaboration Passionate industry employee / members The organizational structure that they have created to facilitate helping people on their Lean journeys. Congress/Forum - holding these two events significantly impacts the industry by providing access to amazing networking, offering training on Lean tools, and sharing the progress within the industry. community & research Collaboration and Project delivery data 1. Reputation. 2. Quality, well-run events which attract and inspire a diverse participant audience. 1. Communities of practice 2. Lean Congress Membership- the quality and growing quantity of people and companies from across the supply chain that contribute and are actively engaged in refining the approach and getting the message out Sponsorship - creating funds for formal research, connecting industry leaders, enlisting academic researchers to develop the data, story, message, strategy needed to move the needle on all fronts Well established, well-led, passionate group that's widely recognized as the center of gravity for teaching and supporting lean practices. Need/desire for change/improvement in the industry Strong core group of members and individuals with passion for the mission.


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LCI Congress and the CoPs are a great strength - the ability for practitioners to interact is important. 1. Broad participation: Owner- A/E-CM/GC/Trades 2. Industry leader involvement Lean Construction is a proven solution to a siloed capital project delivery industry characterized by stagnant productivity, schedule delays, budget overruns, and dissatisfied clients.

Presence in the marketplace and brand recognition; reputation based on its connections to lean pioneers. Development of Communities of Practice. Annual Conference 1.) It's constituency is not one arm/segment of the industry like AIA, AGC, etc. but rather the industry as a whole. 2.) The culture of open sharing of best practices at all LCI events. It truly supports a community learning together. The sharing of current best practices and provide fundamental training. Well versed in the topics presented and enthusiasm to share experiences in the industry. Devoted users of lean who truly believe in its benefits and will volunteer their time to help LCI Advocating for the construction industry and supporting the research opportunities and ideas of its members Community of participants. Unique knowledge base and expertise. it's members it's message Active involvement of industry practitioners in organizational governance Lean construction principles and people that embody the principles in action Creating a learning space and bringingg awareness of need for change - clear guiding principles - Practical tools - forum to share of experiences 1) a fundamentally superior alternative to traditional project delivery - the lean approach, even if not implemented perfectly, is better. Longevity, great people, sound practices for design and construction Fostering a community of practitioners who function as the tip of the spear to support the central mission. Gather and assimilate research that offers substantive support for leaders to use in effecting real and lasting change. Passionate thought leaders and practitioners. Culture of knowledge sharing for the betterment of the entire industry. Last planner A learning environment at the annual conference The transparency of the firms involved. The willingness of the firms involved to donate their time and resources. Light brand awareness, presence with contractors Congress and CoPs


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And what are the biggest barriers or challenges that LCI is likely to face as it strives to achieve this goal? Board • Nimble outsiders a la Clayton Christensen (RIP). Dismissal based on shallow understanding of

contractual limitations. Inability of Architects to get behind lean. • There are both internal and external components to the barriers. Internally, the fact that this is a

volunteer board and that the work that is attempting to be accomplished must be accomplished above and beyond people's day jobs is a big challenge, especially with a change in economy. Externally, this requires a fundamental shift in how owners and companies approach construction. While some have made the change, many have not and some have not sustained the change. A compelling case for change as well as case examples will be critical to the required shift.

• Changing the marketplace. There are no existential threats to the individual companies that make up the industry. Without a change in the marketplace, wholesale change will not happen. Innovative transformative project delivery, and innovative transformative workplaces will remain a niche for a small number of companies, leaders and individuals. Companies that don't change at all continuing to make healthy margins would be a big problem - that's true right now. If it continues to be true, systemic change will not happen.

• Not everyone is a believer and not every team wants to do the work • Lack of clarity of what target state (good) looks like and what trying to achieve; fragmented and

complex process to get teams to understand what is needed to achieve desired target state. Limited window of time for teams to learn/ adapt/ train on new practices to use on project especially with stakeholders they do not have contractual relationship (e.g., architects to builders and vice versa).

• Many firms are making money in the traditional system, and many (older) managers are experienced with the old systems, so the imperative to change is a challenge.

• narrow focus may appear irrelevant to those who primarily value visual/formal impact of design historical focus on manufacturing and production translates well to construction, but increase value and impact on design is less clearly explained and has not historically been the focus

• Traditional industry processes Aversion to change

• A industry that has not evolved much over the past 50 years. • Alignment and diversity of thought at the Board level. Acknowledgment and transformative

discussions on how to address the barriers. • LCI has become a bit narrowly focused on LEAN IPD specifically....and the IFOA contract. There

needs to be innovation that enables smaller programs, resource-stretched programs, etc. to leverage the power of LEAN without the perceived workload and steep learning curve that the IFOA demands.

• There are a lot of people in the industry that can't imagine it being different from what it is today. Many have been successful in the system as it is so have little reason to want to change it. They are good with moving ahead with the advantages they have.

• The "nay-sayers" and the way things have always been done are the biggest barriers. Convincing everyone for the greater good.

• A change in status quo from the current mindset. • Change is simple but it is not easy. Many will start and not go the distance then claim that lean

doesn't work.


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Staff • LCI does not have the resources or the time at this moment to achieve this goal. We also do not

have the material needed to make it happen. Our learning material at this time is rudimentary at best and not at certification - level. We hear that from our members/learners constantly. We have a great program for CE's but not for the certification program itself.

• Successful companies that deem Lean as unnecessary or faddish. Cost of dispersing Lean information and education workshops. LCI eLearning program cannot seem to take off. Lack of buy-in or open communication between owner organizations and project team professionals. Lack of time spent in a single location as a cohesive staff can hinder progress toward our goals. Face time provides better communication, where the right hand knows what the left hand is doing on a more granular level of everyday details that add up to more effective synergy.

• Lean Design and Construction is strong in certain markets (Health, Pharma, Higher Education). LCI would need to target other markets for membership and involvement to achieve this goal. LCI would need to further invest in research/survey resources to track process/metrics to provide an annual report on the growth of Lean within the Design and Construction industry.

• Outreach • buy-in • Figuring out how to certify someone's abilities so that it adds value to their professional career as

well as the organizations that the individuals serve. • Getting collaborative input developing the program courses/workshops/materials. No one person

holds the knowledge and experience to develop this. It will take member involvement. This has historically been very challenging. There is not a body of work in existence to develop it from. The body of work needs to be developed.

• We are too small in terms of resources to move our agenda forward on a schedule we all agree would be optimal. We are challenged to try to spark significantly increased demand for Lean practice by owners and major capacity expansion by the supply chain to meet that demand. We still have much more to do to make the case for Lean and ensure that when people use it they do so effectively and with an understanding of what it really means/requires to succeed.

Stakeholders And in what ways do you think LCI should change? How should it improve? • Congress still needs to get better. The presentations and training sessions were not as good as in

the past, including the venue. It's a lot (time & commitment) to ask of the Champions to review and work with presenters ... maybe there's a new creative way to review abstracts and presentations.

• More transparency into lessons learned and challenges by individuals and teams in their Lean journeys. Talk about the failures.

• Offer a lean certification program that requires ten hours of live lean project operations with measurable results, for every one hour of class time, in order to earn the accreditation.

• Continue to influence best practices through sharing lessons learned in the practical environment. Focus on Lean in design and the integration with construction

• Not sure about change but certainly can focus more on developing student and academic programs. Promote the introduction of Lean programs in schools with CM programs. It's important that Lean is embraced in school rather than trying to change industry habits that have been ingrained into our professionals for years. This could help our industry 'BE' lean rather than trying to 'DO' lean.


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• LCI still seems constructor-focused, and seems to care too much about "being the leader" vs being a more inclusive facilitator and convenor.

• There is still an over focus on IPD. IPD is a wonderful lean delivery method but it touches such a small aspect of the overall construction market. It takes a really sophisticated and progressive owner to make IPD work. More balance and emphasis is needed with other Lean practices.

• There are too many industry organizations and all of them are very small relative to the industry they serve. LCI should leverage and collaborate with other leading associations to create a wider, more encompassing vision of the future of the industry.

• I think that as people get closer to Mastery - they are looking for more challenging content along with deeper dives into use of the tools and implementing the culture. I believe that there should be additional focus on Change Management and helping people through the transition to a Lean mindset. More metrics would be very helpful.

• advance mission w/ outreach to broader industry groups - while owners are indeed a big part of expanding the mission, they are a minor piece compared to the mass of service providers who need lean to run successful businesses.

• Needs to have more owners and designers involved. • Continue to focus on the basics (e.g. culture, flow, Last Planner) and make it accessible and easily

adaptable for those at the beginning of their lean journey. • Find lean leaders who present well and help incentivize them to present and multiple

communities of practice. Have the best COP's train other COP members on running quality events.

• Internally the LCI team needs to operate as a lean organization. Create the short and long term strategy based on input from experiences and knowledgable lean leaders who collectively understand the industry/business acumen, lean thinking, industry org function, front line challenges. Set obj/subjective goals that connect short term goals to long term needs. Reflect and adjust as needed. Be clear on messaging goals to full community to enlist support and engagement. Look at ways to increase funding to better support the needs (lobby for industry investment similar to other orgs, legislation, creating mechanisms for increased), would paying board and CoP/ committee leaders get higher commitment of effort/quality (good people's time is high value)? Too often the leaders know what they think is needed and should be given the opportunity to find a way to provide and not be shut down straight out the gate. Keep focus on a few things and do them well. Congress - better descriptions that are easy to absorb/scan to get the right message to the right ears. Knowledgable marketing people could help.

• Oh, I have two half-formed ideas. First, I think more of a focus on design (where value is found) would be helpful. Eliminating waste (which is the main objective during construction) is only half the equation. Second ... and this is very speculative ... I worry that there might be some beginnings of orthodoxy taking hold, and that's very anti-lean, in my opinion. To me, an idea or practice is lean (small ell) if it helps find/retain value and/or reduce waste, regardless of whether it comes from Toyota or not. Agile, for example, is being well-received in most corners of the LCI world, but are there other ideas from other industries that LCI can help surface and promote?

• Continue to focus on gaining more owner input and evangelism. Don't just the focus on the tools, but continue to highlight the culture required for tools to be


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successfully implemented. More learning around what didn't go well versus focusing mainly on success stories

• 1. So much of the research available on the website is written like a PhD thesis. On the flip side, Transforming Design and Construction is disjointed and too facile. 2. Belonging to LCI should include a "requirement" of a sort that the member firms participate in each CoP in which they have an office.

• Too focused on production systems and delivery methods, not enough on lean thinking and problem solving. (Pushing graduate level learning before the 100 Level learning is an industry behavior)

• Become more diverse in its membership to include more minority participation partnership with national and local diverse design and construction organizations and promote D&I as an innovative solution for construction skilled labor shortages. Also more outreach to grade schools through universities to promote LCI and its key tenets of lean construction is needed.

• It’s current on line education offerings are weak. It’s program to create capability across the industry is lacking.

• find ways to engage design, fabrication, construction practitioners that helps eliminate silos. Engage better with specialty trade contractors through their associations chapter network.

• To date the training tools and focus has been on how parties come together to perform projects, i.e. IPD, Last Planner System, etc.. There are many participating companies and individuals who are looking to transform their own organizations, i.e. implement within their own four walls. Provide training and practitioner support for implementing lean principles within an individual organization. Focusing on delivering value and eliminating waste internally is a great place to start and not dependent on other willing participants to start your journey.

• I think that it does a good job now. • We're looking for "what's next" ourselves in our organization. We were an early adopter of Lean,

but how do we continuously improve. • Have to get beyond seeming like a cult in the industry by improving ability to translate value of

lean construction to less sophisticated potential users. Lead with the process and performance benefits, not the tools (Last Planner, TVD, etc.)

• LCI's learning/education presentations include a good deal of dated material. It is difficult sometimes to help promote the messages without current relevant metrics and data.

• Gather/Leverage more data. Keep growing CoPs. • more example based learning (like the live labs)

update research information to include more current studies • Need to include generating new knowledge in its mission; not just deploying what's now known • Increase transparency to be a positive example of Lean in action in how the organization runs and

delivers events from CoPs to Congress and everything in between • Better identify past and ongoing lean projects so others can visit/learn from them. • - Need to address shortage of Lean implementation managers & resources in the industry. Not

enough out there. - remain open to innovation. I feel LCI may be stuck in some of their dogma to the detriment of innovation.

• Work with universities and other “thought leader” institutions to change institutional paradigms about how projects can best be delivered. We have been able to change the minds of individuals, but changing institutional paradigms will require institutional support.


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• We're certainly not making much headway changing the industry. Feels like we're very internal - we know about us, few others do. Most of the industry is oblivious. We've been at this about 20 years. Can point to good organizational growth but not to industry-changing results.

• I would like to see a better owner outreach that includes some level of legal overlay to better support the highly collaborative delivery processes (IPD, IPD-Like, etc.). Often the Owner "Design and Construction" groups understand the benefit of highly collaborative delivery however the contracting methods are rooted in legacy delivery models and contract language that result in, at best, a hybrid model which tends to yield results that barely move the needle.

• Affecting industry change through owner advocacy is great but we also need a focus on empowering the individual. With the typical long project cycle and the complex nature of multiple subcontracts and contracts in general affecting change outside of contractual boundaries can seem a daunting task. By teaching and empowering individuals to create positive lean transformation for themselves and eventually their organization we can continue to grow LCI with a two prong approach this one creating a ground swell of advocacy also creating capacity to meet the demand of the top down owner advocacy the organization is focused on.

• increase the number of owners using lean delivery methods • LCI needs to market more to the designers and design engineers. It's still a bit of a mystery to

most that Lean can improve the design process. LCI should continue to reach out to design organizations for speaking and teaching opportunities.

• I honestly have no idea what they do, or why. Perhaps they should express a mission and pursue it, somehow differentiated from the other orgs trying to "advance" the building industry?

• Provide certification for different levels of Lean journey. It is so frustrating for a sub trade to work for a GC that is "faking" lean. They say they have a deep level of Lean knowledge only later to find out their knowledge is lacking. LCI should provide some level of certification for things like LPS, 5-S, supply chain management, inventory control, etc.


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What two or three most important things do you think LCI should accomplish within the next three years? Board • Benchmark results that align with (and are presented like) goals of our clients like Advocate

Aurora, Intel, Genentech. • 1) Alignment of strategy and message across the BOD. Currently there are some challenges here.

2) Tackle the open issue of how to get more accomplished (move the needle) on an annual basis. This gets into everything from COP actions, to BOD structure, to $ allocations/budget.

• 1) Get really clear on it's 10 year vision and message it over and over again and make sure everything it does is aligned with that. For example - maybe everything needs to be focused on 1) changing the marketplace - contract models, business deals, regulatory environemen.t and 2) creating high respect high performance work environments. ... 2) Get it's website, social media strategy to be at the level of best in class 3) Have LCI be a role model for how to be a transformative enterprise - how it elects members, runs it's meetings, communicates what it's doing, accepts input, and keeps learning and improving.

• Industry recognition Industry alliances

• Create clarity on what minimum requirements are to achieve transformational outcomes (i.e., what do we believe is essential to be a lean project) Develop simple, on-demand training to help teams go from unaware to competent to achieve those minimum requirements Help organizations become stable / healthy with regards to learning/ improvement culture and continuous improvement process/ practices.

• Select a few target industries to prioritize. Create a change management plan and target firms. Help those firms/industries reach a tipping point.

• 1,resolve current tension between those new to the lean approach or reaching those who have not even heard of it vs. advancing a deep understanding for those who have experience with lean. 2. fully explaining the connection between intercultural/interdisciplinary collaboration and lean tools and practices that can promote psychological safety, accountability and clear roles 3. resolve how IPD or other project delivery relates to lean

• Supporting research that addresses the issues in the current delivery of projects. Education/ Training: Owners, Industry, disciplines

• A system that recognizes company's that are truly practicing Lean processes. General Contractors fully engaged with LPS system.

• Improve messaging and broaden reach through marketing avenues. Partnering research with industry organizations that inform roadblocks and provide value.

• Solve for smaller dollar, non-repetitive projects. Establish their reputation outside of the Health Care industry to enable the next s-curve of LEAN adoption across the industry

• 1. We need to stay relevant by incorporating the latest thinking in how to apply Lean principles and practices to project delivery, i.e., incorporating BIM, AI, Advanced Analytics, prefabrication, modularity, etc. to our current practices. 2. We need to support our regional COPs in their role as the face of LCI as the majority of our members will likely never attend our Annual Congress. 3. We need to get the message to Owners that they are missing out on a competitive advantage if


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they don't adopt Lean IPD. They'll spend more on CapEx and get less value for their investment unless they adopt Lean IPD.

• Continue to grow congress More outreach to each sector of the industry

• I'd like to laser in on one: Transfer it focus from converting owners to trade partners and GC's. • Research that supports proof of value.

Programs to support diverse participation & leadership. • - formal partnership for lean in Design Build with DBIA

- create a training plan for steps to implement lean in Design/Build. Staff • Create and sustain a certification program, put a focus on Lean and safety, and put out more LCI-

branded course publications as well as update the ones we already have. We have six books and three of them are LCI books - two of those are written and published by LCI itself.

• Secure an efficient AMS. Increase membership and event attendance reevaluate eLearning program Create an LCI certification program

• Provide a certificate program for folks who take our education courses. Continue to support the industry through National Events.

• Driving up membership and adding value through education and networking offerings • member retention

reach c-suite level even with existing members I'm not sure how many c-suite people at those org are on board make elearning a success or drop the effort

• Continue to grow and provide outstanding Congress events; bring more awareness and growth to the Communities of Practice as they are the boots on the ground that support Lean implementation locally; continue to develop and offer Lean educational content. I believe all three of these support each of the individual efforts.

• Stronger member benefit program Stronger member needs/wants/values understanding Certification type program

• An LCI-run Lean certification program to drive capacity and ensure high quality, LCI-approved education & training. Reach industry C-Suites with a compelling message to get them engaged in pushing true Lean practice (not posing) across the supply chain.


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What would be your biggest hope for the best possible outcome of the upcoming strategic planning retreat? Board • Alignment and strategy and 3 to 5 year roadmap with metrics. • A clear, aligned strategy and message that makes sense and supports our Vision/Mission as well

as a tactical execution plan on how to get there. • Clarity about LCI priorities. So we can quickly figure out from this point forward what initiatives to

support, what initiatives to kill, and what new initiatives are needed. Alignment at the board level on those priorities and enough digging at the event that we really are aligned and don't merely think we're aligned because we didn't talk hard enough about what the words meant.

• 2-3 goals for the next 5 years and an action plan to achieve it. • Clarity and consensus on our 3-5 year objectives and how measure (i.e., what does success look

like) Agreement on what are the goals for 2020 en route to those objectives (i.e., where do we focus our resources) Identification on what are the short term efforts necessary to achieve the 2020 goals Who must do what to support (including all the various LCI staff and committees) to maximize value of our volunteers Key metrics to measure progress and improvement

• Strengthen focus on priorities. Strengthen board relationships. Laugh a little, have some fun. • resolving the tension around tensions mentioned in 1 (LCI audience) and 3 (lean and IPD

identity/branding) of previous Q • Clear and concise short term [3 year] strategy. Actionable objectives • A strategy on General Contractors performing LPS on projects. • Authentic conversation in safe environment that promotes our ability to better understand what's

truly important to our mission and maybe what is not. • Open-mindedness and thoughtful sharing of perspectives from across the industry to develop a

clear and focused mission for LCI in the coming years. • Clarity and alignment. • It becomes a transformative event for the board and eventually for LCI as an organization. • Come out with a clear mission and a plan on what to focus on. • Team alignment on a list of priorities of no more than 3. • Clear and concise vision and mission. Long range target state (5-10 Years). Limited number of

focused initiatives designed to support the vision and mission with-in the short term (1-3 years). • Leave with alignment among Board to stretch but achievable goals for the next 3 years. Staff • I hope that there is clear direction for LCI in the years to come about what we should work on and

how we can become better. • Clear understanding of what it actually is, how it came about. Transparency. Consensus. • Provide a clearer mission and strategic direction for the organization. • Satisfying the needs of employees and creating a stronger team • an actionable plan • 3-4 clear strong key goals with people committed to achieving the goals. • A clear plan ties to measurable and achievable goals, plus follow-up actions that will promote and

sustain our success for years to come.


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And what is your biggest concern, if any, about the strategic planning retreat? What challenges do you think there may be in the discussion? Board • Getting caught in the weeds or being too practical. Forgetting the think-tank roots of LCI. • That we will get too caught up in debate over specific topics and lose sight of the task at hand/run

out of time OR that what we accomplish will not be carried forward and implemented. • That it'll be great but the follow-up will be weak. We're busy, we don't have the time to support

the vision. And that will be demotivating. We must have a clear plan to action at the end and be accountable. We may need to address the fact that a lot of people do unpaid work, and that makes them vulnerable to changes in their day-to-day work and personal life environments. So we may need a larger or more specialized full-time LCI staff.

• It is easy to get side tracked • Ability to get to consensus on what is most important / essential to focus on to achieve future

state Common understanding of current state of LCI operations, how it operates and translate strategy in meaningful way to provide clarity to other internal groups Discipline to the process - not getting too sidetracked during retreat but most importantly after the retreat to avoid getting distracted by other 'pet' projects and diluting efforts to achieve what is most important

• LCI is at an important inflection point because lean is in a different part of the adoption curve from when LCI was founded. What has been successful in the past to grow and increase impact may not be successful now. It will be hard to give up things that have proven successful and it will feel risky. Also its unclear what needs to be maintained to continue to support a healthy positive culture in lean community.

• not getting to "real' actionable objectives • none • A bunch of talking without helpful content. Possibly a jockeying for power, controlling the

dynamics of the conversations with words that sound smart, but offer no real value. • Have we struck the right balance of LCI/LEAN history and mastery with unbiased perspectives in

the session? Is there diversity from different parts of the industry? • Setting a common direction and gaining alignment from the whole board so that we can

collectively put our energy into transforming the design and construction industry with Lean IPD. • Lots of different views and need to hear more from not just the leaders. • alignment and consensus • We will spin on the philosophical goal of LCI and not have tactical, measurable actions that we can

perform. We all have different interests and goals so alignment could be difficult (although I don't think it will). I think we will have a tendency to overcommit to actions since we all have pretty busy day jobs.

Staff • I am worried that the strategic plan will be more than we can handle with our small staff or

require things that are not within out budget. I think that may be one of the challenges as it's hard for the board to know what the challenges to the staff are when they are not in the day-to-day operations of the organization.

• Nothing, really. Maybe going in too many different directions. • Not listening to everyone • too many big ideas that result in more committees that don't move anything forward


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• Gaining alignment on what is important, gaining sound commitments to achieve the strategic goals.

• Too much discourse on topics/initiatives that aren't achievable given our size and available resource constraints. A plan that depends for its success on actions we can't effectively pull off as an organization.

Is there anything you'd like to add? Board • Thank you for asking these great questions!! • LCI's work is fantastically important. I'm excited that we're recognizing the need for this strategic

retreat. • I'm really glad we are investing and taking the time for this discussion and hopeful will create

clarity and structure to take LCI to next level in how it operates to achieve our mission. • I won't be at the retreat, so would be good to talk before and perhaps after • I look forward to having a great planning session. • I look forward to the conversation and am happy to be a part of the dialogue that can help

refocus LCI to remain relevant for the future. • Glad to have you facilitating this process. • Looking forward to it! Staff • It is difficult to fit member value proposition items into a strategic plan for LCI when there is no

real strategic plan. I hope that can be remedied in the future. Stakeholders • One other idea ... LCI should continue to work hard on using promoting and showcasing "the

field" meaning people who are doing the building. It's be great to see that focus in the last year or two so please keep it up.

• Keep up the great work! • Thank you for reaching out! • I value what LCI has already done for the industry and I think they are on the right path but they

need to be mindful of potential "zealots" who believe that anything not named lean is bad or inferior.

• LCI is a great organization. Their support of the CoP's in recent years has also been great! • How can we dream bigger and then what do we need to make that dream a reality, and then

think differently to do it. Tech is disrupting industries everywhere, are we using an old mindset to solve the problem?

• There is a demand and need for our Milwaukee community to learn more about the business case of doing lean construction and implementing lean processes in our daily work. I thoroughly enjoy and am passionate about helping people and making a positive impact – I am thrilled and motivated to have recently achieved a sanctioned CoP where it has not been done before and we have a lot of collective talent and leadership to contribute to make this a successful and sustainable CoP. We have formed our founding leadership team, core team and completed an year of events which have all exceeded capacity seating and continues to grow the community interest and participation. I hope to join a national board in the future.


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• LCI staff and leadership have done a fine job in raising awareness in the past few years. Revamp website as part of an invigorated communications and marketing program. Expand content in ease to read/understand/examples format.

• I think all of us are tired of LCI being the best kept secret in the industry. Alliances with other orgs can help e.g. the big labor unions, all hq'd there in DC, the folks at NIBS who "get it" e.g. Roger Grant, etc. Ironically, Lean is too much of its own silo. It needs to be woven into everyone else's approaches and policies and initiatives. Its a way of thinking, not a list of names of specific practices. But right now that's what most people perceive it as.

• I know it is more difficult to create structure around the soft skills involved with culture and people, but those are what are at the core of lean implementation. We have to do a better job of getting people engaged and inspired to push outside their comfort zones.

• Thank you for all you do! • The learning and LCI experiences have created multi-million dollar impacts every year since our

firm increased participation with LCI along with multiple billion dollar business opportunities. There is much good and value provided by LCI that is used by builders that actively participate.

• Love you all. Your devotion and dedication is laudable. • Thank you for including me in this information request. • Congress needs to get focused back on the field. each year it gets farther away from field driven

Lean and the presentations are "commercials" rather than helpful best practices.

LCI Strategic Planning Survey 1.29.2020 · 29/01/2020 · • Rise of a new younger workforce and...

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Transcript of LCI Strategic Planning Survey 1.29.2020 · 29/01/2020 · • Rise of a new younger workforce and...