Lean Construction

If you walk onto the floor of almost any factory, you’re likely to see lean practices in place that improve efficiency and productivity. These practices have spread to many other industries beyond just manufacturing, and they’ve had a significantly positive effect on many organizations. Unfortunately, the construction industry had been mostly untouched by these practices and has even become less productive than it was 20 to 30 years ago. More complicated building systems and a workforce that was losing more experienced professionals each year to retirement exacerbated the issue, combined with several other factors. The industry needs systems to encourage face-to-face collaboration and knowledge-sharing. As we at Story Construction like to sum it up, it’s time to bring joy back to our job sites.
Story believes in growing opportunities for our people and partners who share our ideals through safe, high-quality performance.

Construction Production 2.0

Our approach to lean construction is called Construction Production 2.0. CP 2.0 is a low-tech, highly visual system that utilizes a large gridded planning board and Post-It® notes in conjunction with purposeful meetings and culture-building tools. This system has been used on every Story Construction project since 2013, and is used in some form throughout the company, from design and preconstruction to marketing and accounting. Each Story job site has a trailer used specifically for this system.

For Owners

From pre-construction through punchlist, this system provides transparency for owners to truly see the work happening on site and meet their commitments.

Ultimately this system impacts an owner’s bottom line by providing a predictable and reliable environment for subcontractors and suppliers, positively impacting the planning and performance of the work being done.

For Employees

Elements of Construction Production 2.0 include important pieces of professional development for Story employees.

We utilize Construction Kata and continuous improvement methods to maximize learning opportunities for employees at all levels of the company.

For Partners

Joyful job sites mean project partners can do their work without sifting through bad or missing information.

Construction Production 2.0’s rhythm of team meetings, information status sessions and MakeCertain! tasks make this a reality on Story’s projects.

Meeting Requirements

  • Be on time
  • Be prepared
  • Turn-off phones & radios
  • One person speaks at a time
  • No Side Conversations
  • Table small group topics for discussion until after this meeting
  • Be honest
  • Be brief, get to the point

Virtual Meeting Requirements

  • Log on early
  • Be prepared
  • Remove distractions including phones and other electronics
  • One person speaks at a time
  • Mute your microphone until you need to speak
  • Video cameras should be on
  • Maintain eye contact toward the camera
  • Be participative and engaged
  • Table small group topics for discussion until after this meeting
  • Be honest
  • Be brief, get to the point

Variance Reasons

  • Weather
  • Pre-Requisite Work Incomplete
  • Congestion or Crew Conflicts
  • Manpower Absent/Shortage
  • Equipment/Tool Failure
  • Lack of Materials
  • Lack of Information
  • Wrong Information – Plan Bust
  • Change of Priority
  • Complete task early (and not because of another reason above)

End of Shift Meeting

  1. Review Meeting Requirements
  2. Remind the Group of our goal “Everyone has a good day, everyday”
  3. Production Review
    Each Field Supervisor Question:

    1. MAKE SAFE: What observations did you have today (good or bad)?
    2. PRODUCTION GOALS: What were yours?
    3. YES/NO: Did you meet?
      1. If not, what was the variance reason
      1. Confirm your production goal for tomorrow?
      2. Do you have what you need in order to meet your goal?
      3. Have you checked tomorrow’s work zone?
      4. Do you have any MakeCertain! Tasks to be added to the list?
      1. When & Where to unload deliveries?
      2. Support tomorrow such as layout or inspections?
      3. EQUIPMENT, MEN, TOOLS, CRANES – What time do you need it?

Production Assignment & Sticky Note Requirements

Production Assignment (APPC) Information Requirements

  1. Task or Activity Description
    (Build, Install, Set, Gang, Pour, Erect, Lay, Backfill….)
  2. Quantity or Volume of Work –
    Specific Start and Finish Points
    (85CY, 200LF, From Wall 6 to Wall 8….)
  3. Area Description
    (Line 4, Tank 2, Lot 7, Clarifier 2, Building 11….)
  4. Manpower and/or Shared Resources
    (5 guys, Need 100 ton crane, Need Pressure Washer, Add Finisher….)
  5. Milestone / Phasestone Number

Phase Pull Planning (PPPS) Information Requirements

  1. Task or Activity Description
    (Build, Install, Set, Gang, Pour, Erect, Lay, Backfill….)
  2. Duration of Work Activity
    (Overall Days or Weeks for activity completion)
  3. Milestone / Phasestone Number

Milestone / Phasestone (PPPS) Information Requirements

  1. Activity Description
    (Completion of major activity or work phase)
  2. Completion Date of Critical Activity
    (Date of scheduled completion for activity or work phase)
  3. Milestone / Phasestone Number

Weekly Production Team Meeting (COVID-19)

1. Review Meeting Requirements & Meeting Purpose Facilitator
2. Review next 4 weeks on Phased Pull-Production Schedule Supt
3. Review MakeCertain! Tasks and provide status/updates Supt
4. Review 2-Week Look Ahead Production Schedule (in summary) Supt
5. Review CAN Filter Requirements with social distancing Facilitator
6. Establish Next Weeks Planned Daily Crew Assignments

  • a. Each Foreman presents their 1 Week Look Ahead Production Schedule
  • b. Foreman Question: Do each of your work assignments meet the requirements of the CAN Filter and can they be accomplished while meeting the social distancing requirements?
  • c. All Attendee Questions
    • Does this work meet the requirements of the CAN Filter?
      • If yes, move to Next Week’s Production Plan
      • If no, determine and complete the MakeCertain! Task that is necessary to allow this to pass the CAN Filter.


7. Review Parking Lot Items with those foremen that are affected Facilitator

Note: We are encouraging the pace of these meeting to be brisk to limit the time together. Reviewing items 1 – 5 should take no longer than 10 minutes.

Weekly Information Status Meeting

  1. Meeting Requirements
  2. Meeting Purpose: Discuss the status of what needs to be accomplished by this group to support the crews so work can be completed as planned when planned.
  3. Review upcoming Milestones/Phasestones (next 60 days)
  4. Review the next four weeks (1 – 4) on the 2 Week Lookahead Production Schedule including MakeCertain! Tasks, and the Phased Pull Production Schedule including Pre-Requisite Items.
  5. Identify the information and/or pre-requisite tasks necessary to support the work in weeks 5 – 8 on the Phased Pull Production Schedule. Weeks 5 – 8 should be the time horizon of primary focus for this meeting.
  6. Review status of Submittals (items expected to be processed in next 3 weeks)
  7. Review status of outstanding RFIs
  8. Review status of outstanding Change Requests
  9. Review status of outstanding miscellaneous issues

CP2.0 Project Expectation Meeting

  1. Introductions – Role in the project
  2. Introduction to Meeting Requirements
  3. CP2.0 Why & Production Vision [Show updated CP2.0 video]
    1. Industry Challenges & Realities
    2. Consistent & Predictable Work
  4. CP2.0 How & Participation Expectations
    1. Open Communication & Collaboration
    2. Meetings
    3. Commitment to Project Requirements
    4. Focus Levels of the Board
    5. Team Member Roles & Responsibilities
  5. Do you have any concerns that would prevent you from being a high quality & willingparticipant in this process and the project?