Due to coronavirus outbreak, we have decided to reschedule Lean Construction Helsinki Conference.
LCC Helsinki Conference will be organized on May 2021.
We will announce exact dates as soon as possible.
What does the real Lean Management mean? How does takt planning change designing, construction and logistics? How digitalization creates preconditions for management by data instead of management by beliefs?
Lean Construction Congress is a three-day event for all doers, leaders and innovators who are interested to develop the industry and take a next step! If you are either owner, contractor, designer or other service provider, there will definitely be something for you.
Join the compelling workshops on Monday, hear world-class speakers on Tuesday and learn from the latest Finnish hands-on experiences on Wednesday. On Tuesday we will have the world-class Keynote speakers as Paulo Napolitano (US), Janosch Dlouhy (GER) and Hans Thomas Holm (NOR) who will share their experiences from the field! We will announce more speakers shortly – stay tuned!
More info: http://www.lcicongress.fi
Finnish Lean Construction Congress 2020 is coming again! The three-day event will be held on May 4-6, 2020 and it is for all doers, leaders and innovators who are not just satisfied with how the things are! In 2019 the Congress attracted 350 participants from all over the globe and received excellent feedback but we ain’t settling down as we aim to make the Lean Construction Congress 2020 even better than last time.
We are now looking for presentation proposals for the upcoming Congress. This is an exceptional opportunity to share your thoughts and experiences with a wide audience! We accept presentations regarding themes like Field-driven Lean, Lean culture and people development, supply chain integration, takt production and logistics. You can find themes and more information relating to the submitting at: https://www.ril.fi/en/events/lean-construction-congress-2020/submit-your-proposal.html
Submit your proposal by January 15, 2020!
We will be happy to help you! Questions regarding submission content please contact email@example.com.
Annual Lean Construction Congress (June 2019, Helsinki) indicated that people interested in LC are now discussing about the core of Lean: management culture and people involvement. Earlier, instead of philosophy, focus was more on Lean tools and techniques. Understanding the philosophy behind the tools helps people to get more advantages from Lean. In addition to Lean culture and people, keynotes and other presentations heard in Lean Congress emphasized themes like Lean strategy, standarization and continuous improvement.
During the 3-day-congress several international keynote speakers including Digby Christian (Sutter Health, US), Jessica Kelley (Southland Industries, UK) and Kevin Mattiszik (BAUWENS Construction, Germany) were heard. Over 300 people from 12 countries were participating this annual Lean Congress that consisted of LCI Training day, international seminar day and Finnish seminar day.
Congress presentations are mainly available for download at: http://lci.fi/lci-paivat-2019/
Collaboration, Respect for People and Continuous Improvement. Takt production, Big Room and Last Planner. Are these trending words the keys to enable a productivity leap in construction sector and what do they actually mean? Answers to these questions and the most interesting lean cases will be shared on June at LCC 2019!
LCC 2019 is a three-day event for all doers and forerunners interested in developing the construction industry. The event is organized by LCI Finland in collaboration with the Finnish Association of Civil Engineers. This year’s main theme is cultural change for better performance and joint development in the construction and infrastructure industry.
The event consists of Training Day (Monday 3rd June), International Congress Day (Tuesday 4th June) and Local Congress Day (Wednesday 5th June). Congress starts on Monday with the training day that offers multiple participatory workshops covering topics from Last Planner and Takt Production to Big Room and High-performing teams.
Sessions are facilitated by top Finnish coaches and the leading speakers of the following seminar day – Wiebe Nijdam, Digby Christian and Jessica Kelley. Other workshops than “Integration” and “Kata and leadership development” are held in Finnish.
A wide range of world class speakers will be heard on Tuesday at the international seminar day. Themes of the speeches will vary from strategic perspective to people development and cover topics regarding to pre-fabrication, takt production and the most advanced construction projects in the world. Inspiring speakers such as Digby Christian (responsible for IPD projects at Sutter Health), BAUWENS Constructions’s manager Kevin Mattiszik, Jessica Kelley from Southland Industries and many other pioneers of the industry shall be heard from all over the world.
The LCC 2019 event will be finished with Local Congress Day on Wednesday, when the leading Finnish specialists present the latest cases of takt production, collaboration and management of mega projects. Also nearly dozen of CEO-level speakers speak out about their views and organizational changes needed to improve productivity and collaboration in our industry.
Lean Construction Congress takes place in Hotel Hilton Helsinki located in the area of Helsinki-Vantaa Airport. The program of the event, all speakers and registration can be found at the official event’s website: https://www.ril.fi/en/events/lci19.html .
The first RAIN-project was s a collaborative research and development project that aimed to develop integration in the Finnish construction industry. The project was established by 9 Finland’s managing consulting and construction companies and two research institutes: University of Oulu and Technical University of Tampere.
The project was based on five areas with different objectives:
RAIN project was implemented by continuous research and monthly arranged workshops. The project finished in December 2018. The final report of the project was published only in Finnish.
Lauri Merikallio, RAIN project coordinator
In 2016, in collaboration with Aalto University, several Finnish construction companies established a consortium called Building 2030, which main goal is to develop Finnish construction industry together. The consortium announced that it will develop the vision for Finland’s construction industry that will be based on international benchmarking, comparison to other industries (e.g. ship building) and on the process change enabled by technological development and digitalization.
Comparative studies and technological megatrends have helped the group of managing directors to determine the targets for the project. After two years, two focus areas, Lean Design Management and Collaboration, have been recognized the most essential for the vision consortium to be taken as the main focus areas. Other related topics, such as digitalization of construction site and BIM as a common platform and continuous learning were emphasized by the comparative studies researched by the consortium during the consortium’s first year of collaboration.
Now, the consortium has proceeded and started deepening the Lean Design Management by taken more in-depth view on takt design and takt production as well as on industrial construction, modularization and preproduction. Future topics of the consortium are believed to be related to artificial intelligence and robotics.
More information: https://www.aalto.fi/en/building-2030
Anssi Koskenvesa is a lean construction expert, educator, and CEO at Mittaviiva. Here are his top five reasons for construction industry businesses to start their lean journey:
Lean is a philosophy and strategy. It is also methods and tools, and a way of thinking. Take small steps and celebrate them. Be consistent and persistent. As an owner or top manager, be an example and show respect.
Architect Jyrki Iso-Aho, CEO and partner at A-konsultit, has been in the industry since the early 1980s. He has noticed that recently almost every project is borrowing features from the alliance model, especially early integration.
A-konsultit, established in 1962, was an early integrated BIM user. “We did the first BIM pilot project in 2000. It was an extension to the University of Technology’s main building in Otaniemi. Back then, I gave several presentations about the project and predicted that BIM would be mainstream in five years. Today, I think we still have five years to reach that,” Iso-Aho says smilingly. He wishes that clients especially would make more use of BIM. Nevertheless, he’s noticed that BIM is now out in the field and site engineers increasingly use BIM models on their tablet computers instead of traditional 2D drawings.
Today’s project organizations are much more complex than a few decades ago. In addition to designers, there are specialists for every aspect of a project; for fire safety, BIM coordination, and elevator design, to mention just three. Iso-Aho counted 40 specialists on one recent project. The same project had 125 programmed meetings where the architect should have been present, not to mention all the unplanned meetings. “Lean design should mean fewer meetings and less red tape, which cancel out the productivity improvements of digital design,” Iso-Aho observes.
Clients, engineering firms, and contractors are getting bigger and move into a more hierarchical environment, which may create internal communication barriers. Hierarchical organizations conceive hierarchical planning and decision-making processes. Iso-Aho believes that Big Rooms will solve many problems in communication and decision-making in all kinds of projects, provided that decision-making happens also in the Big Room and not somewhere else. For him, the biggest value of early integration is that the contractor –and also end-users– joins in before production design.
“Continuous improvement is easier to realize within a single organization than in construction projects which always see new combinations of companies. That’s even true in alliance projects,” Iso-Aho says. Every company has its own internal processes and project models. To make those work together and systematically improve them on projects, you need sustained cooperation between companies.
Senate Properties, the Finnish governmental client, uses long-term partnerships with suppliers. ATT, the City of Helsinki’s housing organization, is moving toward a model where the architect assembles and oversees the design team as the lead designer. Models like these encourage continuous improvement even with irregular collaborations between companies.
Iso-Aho believes that lean construction has a lot to offer, especially to project scheduling and production methodologies. “Our current practice of long subcontractor chains creates unnecessary delays in the process. A better scheduling system is needed. Also, the choice of subcontractors should not be based on the lowest price, but on the ability to be present to play his part just when needed, which would save both money and time,” he says.
Iso-Aho sees great potential in increased prefabrication and precise material logistics. These would remedy many product quality issues that we currently see.
“In the old days we had ample time to create a complete design before the construction started. Those days are over,” says Jukka Tyni, Deputy Managing Director at Granlund. Big projects have become aggressively fast, with design and construction happening at the same time.
Granlund is a leading Finnish design, consultancy, and software services company that specializes in energy efficiency. They’ve worked on several demanding projects, like the Helsinki Music Center, West Metro, and the renovation of Stockmann’s department store in downtown Helsinki.
Tyni says that following lean thinking on large projects is challenging. He would like to see more time for design and see it advance at a logical pace, but these things don’t usually happen. He gives an example: to supply HVAC contractors with sufficiently accurate designs for the bidding process, Granlund must deliver working drawings early even though the architect is still doing preliminary design work. This leads to a lot of rework later in the project; in other words, process waste.
Tyni believes that there are ways to remedy these problems with lean practices and project re-engineering. Precise synchronization of the design and construction schedules can diminish process waste. It is essential that all the project parties understand each other’s needs and opportunities. Project alliances, for example, have fixed many problems on big projects.
Big Rooms and workshops can improve communication within projects. If they are well-prepared, the participants are committed, and there are people present with authorization to make quick decisions, the process speeds up and innovative solutions are more likely to emerge.
Communication and design collaboration outside workshops are mostly digital. Only one or two from the design team out of a dozen typically attend a Big Room or meeting. That’s why Granlund is examining solutions for virtual Big Rooms that allow a larger number of people to be connected, regardless of their location.
Granlund has been exploring several collaboration and task management tools. They’ve used Trello, SharePoint, and OneNote for internal collaboration, while tools like Confluence, Jira, ModelSpace, SharePoint, and SmartSheet are good for task management.
Every construction project nowadays uses centralized project servers for the exchange of BIMs, schedules, and documents. Projects start with an information management meeting where the attendees agree on guidelines, the standards to be used, and information management practices.
Modern BIM software enable practically real time multi-party collaboration on the same model. The challenge is how to communicate design changes to other project participants. Particular software can compare revisions and report on model changes automatically. Projects have specialized BIM coordinators whose job is to conduct weekly or bi-weekly reviews in order to ensure that the models on the shared server are compatible.
Granlund has used BIMs routinely since the mid-1990s. The company has learned that having the big picture on the whole project is critical in lean construction. “If you only work on a small part of the model, you can lose sight of where you’re headed, much like using a navigator that only shows you the next few blocks,” Tyni observes.
Granlund was founded in 1960 and ever since it has been in the technological vanguard. The company has used Virtual Reality, design automation, and many other cutting-edge technologies. Now, they’re looking into the possibilities of using artificial intelligence. “I see AI helping in BIM coordination and design optimization,” Tyni predicts.