COAA Lean Construction.pdf

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IV. Pre-Requisites to Change • Recognition and Acceptance that Work can be Approached in New and Better Ways • Willingness to Experiment
V. Sutter’s s <strong>Lean</strong> Program • Engagement of Consultants – LPC • Adoption of a <strong>Lean</strong> Philosophy – From the Top • Formation and Expression of the Mission – The Five Big Ideas • Challenge the Community to Join in Change • Started by Applying a Production Control Process to Projects – Last Planner • Examined and Began to Improve Our Own Management Behavior – Meetings, Promises, Requests, Trust, Leadership.
Page 1 and 2: Sutter Health A Practical Look at L
Page 3 and 4: I. In the Context of Lean The Toyot
Page 5: III. Initiative to Change Why • P
Page 9 and 10: Integrated Change to Team Concepts
Page 11 and 12: Managing in a Lean Environment What
Page 13 and 14: Target Value Design Project Definit
Page 15 and 16: Manage the Network of Commitments 1
Page 17 and 18: Integrated Form of Agreement Build
Page 19 and 20: VI. Results • Prior to Lean Progr
Page 21: Thank You! Questions

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