SMP Alliance is a partnership comprising seven members: National Highways as the client; one Production Management Partner (Fluor); two Digitally-Enabled Design Partners (WSP and Jacobs); and three On-Site Assembly Partners (Balfour Beatty, the BAM / Morgan Sindall Joint Venture and Costain). Collectively, the Alliance is designing and constructing the smart motorways program in England over a 10-year period, covering the Government’s Road Investment Strategy 2 and 3. It is an enterprise with the vision of making the road network safer, greener, and evermore efficient. This is supported by a shared mission to unite diverse teams, provide the right environment to collaborate, to inspire people and unleash fresh thinking, to innovate, and ultimately to transform delivery. 

Paul will describe the formation of this learning alliance and the development of its initial training workshops for Alliance member organizations and supplier network partners. He will also discuss the Alliance’s decision to pursue the international Lean / Six Sigma certification of ISO 18404 (“quantitative methods in process improvement”) and the steps the Alliance is taking to achieve that certification.

Ørsted is a Danish public listed utility company that develops, constructs, and operates power generating infrastructures (e.g., offshore and onshore wind farms, solar farms, energy storage facilities, renewable hydrogen and green fuels facilities, and bioenergy plants) across the globe. It is a leading developer within the offshore wind industry and employs more than 8,000 people globally. Ørsted’s vision, “Let's create a world that runs entirely on green energy”, puts an emphasis on delivering infrastructure projects, while having a strong focus on sustainability and biodiversity. 

Jon will describe the connection between strategic initiatives and Lean execution models (built upon the Last Planner System®) that lead towards organizational and culture development. He will discuss how this differentiates from past case studies within the offshore industry and how this can be relevant for other infrastructure developers and their design and build partners. In particular, he will discuss how this Lean Strategy training program inspires Ørsted’s employees to improve how they work with multiple project stakeholders and introduce Lean principles, tools, and techniques to their design and build partners to improve overall project outcomes.

Teamoty is a software solution provider dedicated to the construction industry. With a strong Lean Construction DNA, the teams develop a software suite that allows construction stakeholders to improve the operational performance (Delays, Quality, Safety, Productivity and Environment) of projects by allowing the implementation of an integrated and collaborative supply chain. First of all, with Teamoty Scheduling, a planning application allowing to mix planning approaches (Takt planning, CCM, CPM, LPS ...), but above all to pilot in real time all the tasks of a project (from studies to works). Then with Teamoty Logistics, which allows you to manage all the deliveries and physical flow of materials on site, while integrating the particularities of the site and the urban constraints. And finally, with Teamoty Recycle, which allows to manage waste sorting on construction sites.

Through a concrete example, Fabien will present the implementation of Takt Planning and the benefits that it produces on the construction time line. The presentation will also aim at understanding the immediate interest of digitalization to facilitate the implementation of Takt Planning and its sustainability within a company. But also to imagine the future perspectives that digitalization offers to facilitate the implementation of value-added supply chain and the industrialization of the construction.

A common strategy for managing repetitive construction workflows is to: (1) organize the Parade of Trades® and clarify the sequence of work tasks, (2) establish work zones to coordinate handoffs between trade partners, and (3) adjust the work tasks and zones so all trade partners can complete their tasks within the same duration for the established work zones. This expectation of a steady, consistent beat / cadence for on-site installation and its associated handoffs between trades helps project teams recognize emerging roadblocks sooner. Then, trade partners can mobilize their labor, equipment, and materials better to support continuous workflow.

In recent years, Takt Planning has emerged as the term and concept for describing and formalizing this approach, and it has been gaining popularity because it prioritizes the Lean principle that all trade partners value – flow. As Takt Planning gains traction in various countries and project types, project teams start dealing with the question – is there a difference between our Last Planner System® (LPS) implementation and Takt Planning efforts, and if so, how do we coordinate between these two techniques? Bernardo will discuss Parks Hospitality Holdings’ approach to this question as they developed luxury resorts in Mexico. In particular, he will discuss how project teams managed common duration expectations of less than five days for some critical activities to provide a perspective on coordinating LPS and Takt Planning within and across multiple projects.

QUADRIGE is a tailor-made service with independent and coordinated companies, in order to propose the most appropriate solution for a renovation project in high-end properties, retail and heritage monuments.

Our team is committed to respect deadlines, control the interventions in a restricted environment and understanding the challenges of the high-end segment. We have a strong experience in coordinating this type of operation. Our partner companies are artisans specialists in the restoration of private mansions for Parisian decorators and architects.

Romain will discuss how QUADRIGE has been using IPD to build a strong relationship between all the humans involved in this type of works. IPD allows total adaptation to the client's needs. So, like the builders of times gone by, we look forward to contributing to this mission to give ourselves totally and to achieve a collective human work.

As an early adopter and proponent of Lean/IPD project delivery, DPR Construction’s project teams have regularly shared their lessons learned at conferences for the past two decades. This commitment to sharing has helped foster a culture of peer learning at IGLC, LCI, and other trade associations. However, relying on Lean/IPD learning through project work alone can slow down a company’s ability to create high performing teams on every project.

As a result, DPR started developing an internal Lean leadership training program to not only improve awareness of the value of Lean/IPD project delivery but build ambition amongst their employees to inspire their team members to pursue continuous improvement while prioritizing respect for people. Cory will discuss how DPR developed its Lean leadership training program and scaled it up so that over 1,000 employees have completed it since its inception. In particular, he will review how training leaders have been improving the program so that it is easier to scale and sustain.