Performance Building Systems
RE-THINK | PLAN | PREDICT | ORGANIZE | REMOVE | INNOVATE

REMOVE waste, defects, and complexity

Remove obstacles, remove barriers, remove fear, reduce rework, eliminate waste

Several attempts to improve the construction industry over the past fifty years have led to adding something to an already complex and burdensome process. The origin and purpose for creating Performance Building Systems is for the removal of obstacles, waste, complexity, defects, and fear – and replace these with streamlined processes that equip and empower owners and integrated building design and production teams.

The degree to which waste and defects can be removed through process improvement, depends on the degree by which an exemplar (integrated, lasting, simplified) organizational structures can be put into place – starting by integrating the tier 1 organizations of architect and builder, and then consolidating vertically where possible. As this consolidation takes place then a deliberate removal of process waste, defect, complexity and other obstacles will ensue – in three categories:

1. Structural Causes – The construction process institutionalizes complex, excessive, and planned defects in its current state. This is a reality created by fragmented, one-off relationships throughout the supply chain. So much so that we have to process map the waste and defects, which is illustrated by comparing process flowcharts of a generic traditional approach to an exemplar approach. More>

2. Predictable (but not yet recognized structural) Causes  – Lean Construction practices such as Value Stream Mapping, Pull Scheduling and Last Planner System all apply predictive and measurable strategies from which to force the discovery and communicate and coordinate a complex interactions between tasks. The goal is to then minimize the failure rate, so as to deliver the project more timely and cost effectively – and thereby increasing value and profitability.

3. Special Causes  – These causes create the need for contingencies – the lazy solution. Process improvement will include approaches for measuring, plotting/categorizing and analyzing special causes – to find repeating occurrences, and then eliminating those causes. More>

To begin the removal, there needs to be a commitment by management to quality and production improvement. This first requires a commitment to the development and training of people to be the best they can be in serving customers – internal and external. The next requirement is prediction and measurement. Anything worth doing is worth measuring, which requires prediction. The complexity of construction has prohibited measurement of the most important things – the system aim which is the building purpose and its interdependent functions. Finally, a re-organized relationship between buyers and suppliers is needed – one that replaces fragmented, temporary and complex organizations with integrated, long-lasting, and simplified organization.