May 6, 2020 / By Greg Fpx

Lean/IPD Holds the Key to Rapid Expansion for Manufacturers

Across industries and regions, the coronavirus pandemic is disrupting life as we know it. Its effects will echo through our economy for years to come. At Miller-Valentine Group, we are using this opportunity to study industry projections, research market trends, and apply evidence-based best practices to help our customers navigate the unknowns and plan for the future.

It’s too early to definitively state how the coronavirus pandemic will reshape the U.S. economy over the long term. But one bright spot could be an upswing in American manufacturing. After the pandemic exposed the fragility of international supply chains, the potential for reshoring manufacturing to the U.S. is becoming a very real possibility.

For manufacturers, this could create opportunities to expand, and fast. Owners and developers who want to rapidly scale up for less cost will need to look beyond traditional construction methods. They should instead invest in collaborative contracting using lean principles and integrated project delivery (IPD) methods.

Lean/IPD projects perform better than traditional projects across every measure of success. On average, they cost less, are completed faster, are of higher quality, and deliver a better overall experience for owners and the project trade partners. A recent analysis by McKinsey & Company released in January 2020 found a 15 to 20 percent improvement in cost and schedule performance on eight projects that used Lean/IPD methods.

Selecting the Right Team

One of the hallmarks of a Lean/IPD project is collaboration. Key stakeholders—typically the owner, architect, trade partners, builders, suppliers, engineers, and major equipment manufacturers—are brought to the table at project inception. The team pools their respective expertise and knowledge to design, engineer, and construct a project that supports the owner’s goals within an agreed-to budget.

For this to work, Lean/IPD projects require greater collaboration, transparency, and trust than traditional delivery methods. Naturally, not all companies are well-suited for this model. As a result, relevant experience and technical capabilities aren’t the only qualifiers that owners need to assess when forming their team. Other factors should include:

Perhaps the most important factor—and the hardest to define in an RFP—is team chemistry. You need to trust your partners, and they need to trust each other. Trust is required to foster open communication, collective decision-making, and innovation.

For that reason, owners need to shift from traditional procurement methods that emphasize standardization to a more hands-on approach, including interviewing the actual team members who will work on the project. Only then can they assess which partners can best work together to address the needs, challenges, and risks of the project.

A Track Record of Success

At Miller-Valentine, we view Lean/IPD as a natural progression in our capability to increase value for our customers, project partners, and associates. Collaboration, accountability, and innovation are woven into the fabric of our culture, and continuous improvement is second nature to our Associates.

We are also invested in embracing evidence-based best practices to deliver better outcomes. Through our work on multiple projects, we have confirmed that the Lean/IPD delivery model provides the cross-discipline expertise to define the cost and schedule, gather essential knowledge early, and deliver on commitments with certainty meeting our customers’ business objectives.

Want to learn more about how lean IPD can benefit your next project? Contact Greg Fox today at [email protected], on LinkedIn @ Greg Fox or at 877.684.7687.