- Edit Profile
- Lean Construction Institute – Canada
- Communities of Practice
- Education and Training
- Contact Us
- Cancel Membership
- Billing Information
Recaps from the 2016 LCI-Canada Conference
LCI – Canada
Conference and Training Day
April 6-8, 2016 Calgary
The Westin Calgary Hotel
LCI-C wishes to thank the generous sponsors of its 2016 Annual Conference:
Join the Lean Construction Institute of Canada for its first Annual Conference and Annual General Meeting in Calgary, Alberta from April 6-8, 2016.
This exciting training day and conference will provide attendees with great learning and networking opportunities, while educating industry on Lean principles. Learn how to incorporate Lean practices into your own businesses, and how the principles of Lean can enhance productivity, improve profitability, and help industry achieve better results with less waste. Find out more about the Lean Construction Institute of Canada, its mandate priorities and objectives, and how you can get involved with this exciting new initiative.
LCI-C co-chairs Kathleen Lausman and Serge Massicotte will open this very exciting conference, and a networking reception will be held on April 7 for all attendees.
What to Expect from This Conference?
- Explore WHY Lean creates a strategic advantage
- Learn how to deliver a Lean project
- Add methods and tools to your toolbox
- Network with industry professionals
The Conference and Training Day will be recognized by the Gold Seal Certification program. The one-day Training Day (1 credit) and the 2-day Conference (2 credits) counting for a total of 3 credits toward one of the special industry course requirements under the certification program. Attendance is mandatory for Gold Seal eligibility credits.
REGISTRATION FEE (plus taxes)
April 6 Training Day $490
April 7-8 Conference $940
April 6-8 All three days $1,280
Registering for the Lean Construction Institute of Canada Conference entitles registrants to a $150 rebate off their corporate or owner membership rate.
April 6, 2016
LCI-C Training Day
Choose from one of three Full-Day Sessions:
TD1 – Associated General Contractors of America Lean Construction Education Program (*FULL)
Unit 1 – Variation in Production Systems
Unit 2 – Pull in Production
*Space Full for TD1 – Please contact Eric Lee if you are interested to have AGC Lean Construction Education Program training in your city.
NOTE – Those delegates taking part in Unit 1 and 2 of the AGC Lean Construction Education Program are eligible to apply their participation as part of the 7-Unit AGC’s Certificate of Management – Lean Construction (CM-Lean) credential.
Please note that participants will need to separately purchase a copy of the AGC Lean Manual eBooks, available online through Amazon.com. These costs ($61.95USD per unit) are not included as part of the registration fee for the LCI-C Conference and Training Day.
TD2 – Boot Camp – Have you ever heard of a team winning a championship that didn’t go to BOOT CAMP?
TD3 – Target Value Design (a.m.) and 3P (p.m.)
April 7-8, 2016
LCI-C Inaugural Annual Conference – “Lean for Extraordinary Results”
The program is divided into two value streams that run concurrently. The “Getting Started with Lean Projects” stream provides all of the key ingredients necessary to deliver a lean project. The “Methods for Extraordinary Results” stream looks at best practices for lean practitioners wanting to take their projects to a new level.
At the Conference, attendees can choose the sessions that are most applicable to them.
Conference Brochure (PDF)
(Subject to Change)
WEDNESDAY, APRIL 6, 2016
Units 1 & 2
|*Space Full||James Johnston|
|TD2||Bootcamp||Murray Guy &|
|TD3||Target Value Design (a.m.)|
Markku Allison, &
Paul Blaser &
THURSDAY, APRIL 7, 2016
|Opening Remarks||Welcome message, introduction of Council Members & VIPs, review program||Kathleen Lausman & Serge Massicotte|
|1||Keynote: Broken Industry||The challenges of our industry are nothing new.|
Designing and constructing the built environment has always been something that stretches us to the edge of our patience, capacity for stress, even our appetite for confrontation.
It has never been a “calling” for the faint hearted and, if you re still standing after the dust settles, the reward has always been the chance to, one day, visit the completed building and experience the results of all our combined efforts.
But……increasingly we seem to be learning that, traditional resilience is no longer enough. The shift of risk, the shortage of talent and the pressure of low bid above any concept of value, have all led to an industry fraught with tension and adversarial positions that threaten it to the very core.
Our industry designs, builds and maintains the environments that we live in, play in, heal, teach and shop in – ultimately forming the communities that we thrive in. Considering the importance of this why then is it increasingly difficult to sustain a profitable business enterprise within this realm?
If the industry is fragile, dysfunctional, understaffed and disconnected, can we afford to assume that the old habits will see us through indefinitely?
Perhaps it is time to acknowledge that we need to look for new and emerging ideas and methodologies that provide the means by which we can restore a focus on performance and value that speaks to the reason why those of us who have been
|2A||An Owner’s Perspective – “It’s About the Culture – Not the Tools”||To ensure the tools are effective in target value design, the most important thing is to get the culture in place. This interactive session will engage participants to determine various tools that may be used in the design/construction process and how these tools can be incorporated into a culture needed for a collaborative team.||Ken Jaeger|
|2B||Lean Journey: DIRTT||A common observation about the construction industry is that you can have quality, schedule or budget, but never all three at once. Author Barry Le Patner, in his book Broken Buildings,|
Busted Budgets, notes that technology and R&D have driven US industry’s per-worker productivity up by more than 125% over the past four decades – except in construction, where it has fallen by nearly 25%. Mogens Smed, an early adopter of pre-fabricated construction, discusses how
|3A||Case Study: St. Jerome’s University||To be truly successful, Lean projects must be built on a culture and mindset that internalizes lean and is incorporated into behaviors that promote and allow the tools of lean to be effective.|
The Lean culture cultivated at St. Jerome’s University is not something that can easily be captured on a Project Dashboard yet was as equally instrumental in project success. Learn how St. Jerome’s and Graham developed the Lean culture together and how it is propagating throughout all facets their operations.
|Darren Becks & Neal Panchuk|
|3B||Choosing a Delivery Strategy for Best Value Outcomes||Owners have a significant role in determining levels of success and value on their capital projects. To maximize value, Owners should consider an overall Project Delivery Strategy when structuring design & construction services rather than focusing exclusively on the delivery model or the acquisition process.|
This presentation will provide ‘How To’ steps for the Owner Stakeholders to determine the most appropriate Project Delivery Strategy for a successful project based on their project needs, project goals and project constraints.
This information, supported by examples, will interest all in the building industry and provide methodology and insight into project success factors such as:
– Project Organizational Structure;
Based on research and statistical analysis of 204 capital facility projects, this presentation guides owners in planning for successful projects. Participants will receive a basic understanding of the methodology and templates for engaging in Project Delivery Strategy workshops for each of their capital projects.
|4A||Lean Journey: Westcor||Westcor has been actively embracing a continuous improvement and customer‐centric culture since its inception. Over the past 3 years Westcor has been working through a technology adoption process beginning with investigation and selection through to implementation, process improvement and optimization.|
This session will share the key learnings associated with technology integration to the business processes and how it can support the lean principle of continuous flow enterprise‐wide.
|Bob Robinson, Kyle Morgan &|
|4B||Target Value Design Overview||Target Value Design (TVD) is fundamentally about the process by which a team designs to a detailed budget as opposed to the traditional practice of pricing a detailed design.|
Each real-life example will outline the opportunities/issues encountered and how the team responded. The practical considerations for colocation during the design process will be addressed through ought the presentation so that participants are left with a clear understanding of the benefits of TVD and colocation.
|5A||Lean Journey: Chandos||This session will explain the commitment required by all levels to properly plan and implement lean. Lean is not just about being more efficient but also about effectiveness in delivering value. The speakers will share how they have taken lean not only to our projects but also extensively in their office and throughout their entire organization.|
You will learn how to effectively scale lean in the enterprise, gain an understanding of key success factors for lean implementation and learn how to get buy-in. The imperative for engagement with the entire supply chain will also be explored with an emphasis on what that means in terms of leading change across an entire industry. Supporting evidence will be provided along with examples of effectiveness.
|Bobbie-Lee Grant & Jeff Zawaski|
|5B||3P for Project Team – Overview||In Japan they refer to 3P as Kaikaku (radical change). It is the tool used at the Project Planning level of Lean to look at the entire project, organize the work, and plan the Kaizen (Good Change) in the project.|
It builds on the Last Planner Scheduling, and looks at how to implement other Lean tools such as Value Stream Mapping, Fishbone Diagrams, 5S, Visual Management, Kanban, Cellular Design, and Daily Huddles to eliminate the biggest wastes in the system. This session will present the overall system used by the Japanese and in Saskatchewan Healthcare, and how this adapts for construction.
|Paul Blaser & Mike Weishaar|
|6A||Case Study: Moose Jaw Hospital||The inspiration that gave rise to the lean movement is Canada, the Moose Jaw Hospital involved its community to design and construct its new lean hospital that has truly improved their lives.|
Lean is more than a set of tools used to delivering services more efficiently. Through its use, it opens up many new and exciting opportunities to connect a community in the decade ahead.
|Art Winslow & Tom Atkins|
|6B||Collaboration in the BIG Room||The BIG Room serves as a focal point for facilitating communication and collaboration across a project or organization. Bringing the stakeholders together creates synergies resulting in faster workflows, improved access to information, and better decision making.|
This session will focus on developing the culture of the BIG Room and guiding a team learning to be Lean:
Methods used in production BIG Rooms to build trust and team engagement.
– How targeted coaching helps to improve communication, constructive conflict and collaboration.
An overview of Lean tools and techniques applicable in the BIG Room, leading to root cause problem solving, waste reduction, and greater efficiency.
|Ken Melax & Cathy Hopkins|
|Plus/Delta||Kathleen Lausman & Serge Massicotte|
|LCI-C Reception||Kathleen Lausman & Serge Massicotte|
FRIDAY, APRIL 8, 2016
|7||LCI-C AGM||Co-Chairs’ report, Cluster Group reports, 2016 priorities, financial statement, etc.||LCI-C Council|
|8A||Lean Journey: Saskatchewan Health Public Sector||Saskatchewan’s health care system embraced Lean philosophy in 2012, applying it to provincial strategic planning as well as patient care and administrative processes. Learn how 3sHealth, a provincial agency with 130 staff, is using Lean to improve the service it provides to Saskatchewan’s 12 health regions and 45,000 health care employees.|
Find out how the organization created a culture of continuous improvement by using methods such as patient/customer engagement, PDCA, 5S, and organization-wide improvement ideas to improve customer service and accelerate the development of new provincial shared services. Learn how Lean tools are common across any industry including design and construction of the built environment.
Hear how 3sHealth applied Lean principles to their own work environment through a week-long P3 event where each business unit and staff member participated in “7 Ways” to improve working interactions and space utilization. As a result of that event, staff created their own space designs.
|Jackie Hubick & Jill Forrester|
|8B||Ramping up the Team||Learn how Lean Thinking changed a project’s team culture after decades of traditional methods.|
Explore the amazing personal transformation that has occurred amongst team members during their Lean journey and the metrics they developed supporting their claim that Lean Thinking “is the only way to build in the future.”
David Crowe &
|9A||Lean Journey: Houle Electric||This session will introduce the 5S as a useful Lean tool. We will explain, with real life examples, how these five steps are integral to Lean practices: Sort, Set in Order, Shine, Standardization, and Sustain.|
Learn the benefits of 5S and how this systematic approach can create safer, more efficient workplaces by making them de-cluttered, highly organized, and highly visual.
|9B||Design Work Planning for More Profitability||Evidence suggests that design firms using rigorous work planning techniques are more profitable than those who do not. Design is by its very nature iterative and Markku Allison’s approach to work planning respects that iteration while providing a framework that results in more reliability in the design process.|
Markku’s approach to design work planning provides a framework in which designers and contractors can collaborate effectively in a lean environment.
|10A||Leading Change at the City of Red Deer||This presentation will begin with a contextual overview of the two Lean/IPD fire stations in Red Deer and will move into a panel discussion where the project team can provide their insights on the process to date and their aspirations for the future.|
Why Lean/IPD? What hasn’t gone the way you hoped? What were your internal obstacles to overcome? Is this delivering more value to the users? Participants will be left with a clear understanding of what to expect when embarking on a lean journey within the context of Canadian municipalities.
|Wayne Gustafson & Matt Abel|
|10B||How to Create Value with Flow and Efficiency?||Lean can be defined by three simple words:Value, Flow and Efficiency. This session will explore different methods and strategies for delivering production efficiency on a garage, yurt, hybrid timber #Prefab #Green cottage and five #NetZero energy projects.|
Learn how lean contributes to delivering much higher levels of performance at less cost, how the Last Planner System promotes the collaboration and discipline needed to drastically improve the reliability of construction, and how Lean Commissioning (LeanCx) can get the project team to the finish line early.
|11||Using BIM as a Lean Tool|| There are several tools that can assist when introducing lean principles and practices, including building information modelling (BIM). Utilizing the “information” component of BIM can facilitate lean practices throughout a project’s lifecycle, including in design, pull-planning, construction, and handover and operations of a project.|
The Chair of the Institute of BIM Canada will show you how BIM can help your firm implement Lean practices on its projects, improve productivity throughout a project, and provide increased efficiencies and value for your firm.
|12||Closing Session: Bringing Extraordinary Results to Life||A panel of conference speakers will round out how Lean can bring extraordinary results to your business. This is a great opportunity to exchange ideas and ask questions about what you’ve learned during the past two days.||Kathleen Lausman & Serge Massicotte|
|Plus/Delta||Kathleen Lausman & Serge Massicotte|
|15:30||Closing Remarks||Kathleen Lausman & Serge Massicotte|