June 2-3, 2011
Thursday-Friday, 9-5
CES/AIA LU (HSW) 14 units
The construction industry is increasingly being driven by owners to improve products and services while preserving their revenue. These owners are challenging facility experts to apply innovation to their capital project delivery methods. Are you ready to respond to this challenge?
During this unique two-day course, participants will experience the principles and benefits of Lean design and construction in a Big Room environment. Learning is facilitated by practitioners from various aspects of the industry who have applied lean thinking for the definition, design and construction of capital facilities and infrastructure. The course content includes a brief history of lean followed by a hands-on project simulation of Target Value Design, Integrated Project Delivery, Last Planner System, Pull Planning, concepts, principles, and techniques to illustrate the advantages of a Lean approach to delivering projects.
The sessions are strategically supplemented with case studies by practitioners representing Owners, Architects, Design Engineers, and Trade Contractors to demonstrate in practical ways the Lean Construction Institute’s Three Opportunities for improving project delivery – “Impeccable Coordination,” “Project as Production System,” and “Project as Collective Enterprise.” The class will also provide an overview of lean tools to help any business improve their “back of house” operations, especially to help owners improve their internal processes which improve the definition of their facility needs and in most cases reduces the amount of square footage of their facilities.
Coordinators: Click names for more info
Kevin Dow has over 30 years of experience in the construction industry, with many of those years attributed to operations and preconstruction planning. As Vice President and General Manager for Turner Construction Company’s Southern California Business Unit, Kevin focuses on timely and accurate services to our clients. Kevin is a constant motivator, promoting the values of integrity, commitment and teamwork in the office and on the construction jobsites.
Kevin joined Turner in 1982 assigned to the Boston Business Unit. His first assignment was as Field Engineer on the Concord Hospital project in New Hampshire. Since that time, Kevin has held positions of increasing responsibility within the company. From Superintendent and Estimating Engineer to Project Manager and Operations Manager, Kevin’s well-rounded construction background enables him to analyze every aspect of the construction process and guide clients and project teams through difficult challenges.
Today, Kevin is responsible for Turner’s Southern California region, which completes approximately $300 million in construction volume each year. Significant clients include Eisenhower Medical Center, Los Angeles Unified School District, the City of Ontario and UCLA Medical Center.
In addition to his dedication to the construction industry, Kevin has made a firm commitment to give back to the community. He currently serves on several boards throughout the region, including the ACE Mentor Program for Los Angeles and Orange County, the Muzeo Museum in Anaheim, and the Associated General Contractors (AGC) Orange County Chapter and State Building Division.
Kevin holds a Bachelor of Science degree in Civil Engineering from Clarkson University.
Since 2003, George Zettel has been Turner Construction Company’s USA Lean Construction Champion and Healthcare Project Executive working with project teams throughout to nation to ensure Turner’s jobsites are efficient, sustainable and continuously improving operations. He serves as a member of Turner’s Lean Construction Training team, and externally George serves on Associated General Contractor’s (AGC) Lean Construction Task Group, as well as on the national board of directors for the Lean Construction Institute.
George’s 28 years of industry experience includes roles in the building trades, construction supervision, project management, and as a facility owner. George provides operational support helping organize, deliver, and assess project delivery improvements to project teams and territory offices. He applies lean construction principals to team formation, project strategy, scheduling process and leadership development.
Recent clients that George has worked with to implement lean techniques include Universal Health Services (UHS), Mills Peninsula Medical Center, Sutter Health, Catholic Healthcare West (CHW), CalTrans, and Sacramento International Airport.
In addition to his work at Turner, George provides technical input for several publications and continues to learn while sharing his knowledge through workshops for the Project Management Institute (PMI), American Institute of Architects ( AIA ), Associated General Contractors (AGC ), Construction Management Association of America, Construction Users Roundtable (CURT) as well as several local colleges.
George is a LEED Accredited Professional by the United States Green Building Council (USGBC) and holds a Bachelor of Science in Civil Engineering from Michigan Technological University.
Eric Ahlstrom is Senior Manager Engineering Projects at Amgen, one of the world’s largest biotech companies. With more than three decades of operational and management experience, Eric has developed a keen eye for identifying and eliminating the waste that increases cost and frustrates staff. During his tenure with Amgen he has delivered projects throughout the Americas and Asia. He currently leads the implementation of Lean Construction at Amgen with two projects currently in pilot and several more planned. As a Lean coach within the Engineering organization, he conducts Lean Boot Camps, facilitates Kaizen and Value Stream Mapping events, and promotes a culture of continuous improvement. One of his favorite experiences was leading a project in Japan which stimulated a new found desire to inject a Lean approach into design and construction.
Prior to construction project management, Eric led Lean transformation in manufacturing. Many of the Lean approaches that worked in production, such as JIT, Kaizen, and integrated teams, he is successfully translating into the construction environment. That experience, leveraged with his eight years as a director in the not-for-profit sector, has given him insight to developing teams and implementing innovative ideas through change management.
Mr. Ahlstrom received a degree in Industrial Engineering and a MBA. He currently is a member of the Lean Construction Institute Advisory Board for the LA Chapter. He has also served as a Project Research Chair for the Construction Industry Institute and has spoken at various national and local events.
A native of Southern California, Eric is husband to his wife Peggye and father of their four children.
Speakers: Click names for more info
Victor Sanvido received his Ph.D. in Civil Engineering/Construction Engineering and Management from Stanford University. Formerly a Professor of Architectural Engineering at Penn State University, he has written over 100 publications and is a leader in several industry organizations including DBIA and LCI. He is co-author of the book Selecting Project Delivery Systems (PDI, 1999). He speaks frequently on the implementation of integrated lean project delivery.
- Learning Objective 1: Participants will learn about production management-based approach to project delivery — a new way to design and build capital facilities that maximizes value and minimize waste – to specific techniques.
- Learning Objective 2: Participants will learn how to better reveal and support customer purposes, using positive iteration within the process and reducing negative iteration.
- Learning Objective 3: Participants learn how to structure work, and about efforts to manage and improve performance that are aimed at improving total project performance because it is more important than reducing the cost or increasing the speed of any activity.
- Learning Objective 4: Participants will learn about concepts of “control” as redefined from “monitoring results” to “making things happen,”—that will result in improved performance of the planning and control systems.
- The Goal by Eliyahu M. Goldratt
- Integrated Project Delivery (IPD) by Owen Matthews
- The Toyota Way by Jeffrey Liker
- The Commercial Real Estate Revolution by Miller, Strombom, Iammarino & Bill Black
