Our series on lean in master planning continues. Last week, we discussed the wastes of wait, overproduction and defect; this week, let’s turn our attention to the wastes of inventory, transportation, and talent.
The waste of inventory
Inventory is wasted whenever it is not actively bringing revenue to a company. This could mean ordering too much of a product, ordering it too soon, or simply not using what you already have. The good communication of a Quality Assurance system can help eliminate this waste. In written format, the scope definition and the objectives are developed into an agreed upon work plan. Regularly scheduled team meetings are held for team member review, progress of the work and coordination of disciplines. Network-based BIM and CAD systems afford project team members the ongoing ability to coordinate the most up-to-the-moment documents.
The waste of transportation
Moving a product is risky business. Every time you move something, no matter what it is, it requires some amount of resources that may be better spent somewhere else, and it always runs the risk of being damaged, altered, or lost. So, the fewer moves a product has to make, the better, and when moves must be made, they should be as secure as possible. When it’s time to deliver finished designs to our clients, Luckett & Farley has the ability to setup a project website or use FTP direct download technology for the transfer of electronic files. A single portal for the flow of electronic documents between the Luckett & Farley team and the facility stack holders means fewer moves to make, protecting the integrity of the product.
The waste of talent
Not utilizing an employee’s particular talents is considered a waste within the lean model. This could mean not having team members in their best suited roles, or not allowing capable team members to step outside their roles to provide additional work when the opportunity arises. The [smart design] team from Luckett & Farley, as well as our clients, will work closely together throughout this process. Understanding the demands on medical office personnel and a hospital’s medical staff, the [smart design] process will be coordinated with the project manager and the appropriate administrative team members. Effort will be made to best utilize the time of all the design team members while engaged in [smart design] process.
The lean process has proven beneficial in several sectors, healthcare and beyond. Luckett & Farley’s goal is to be as lean as possible in its master planning and design processes, aiming to keep the fat low while keeping quality high.