Making Progress in Construction

I’m an Explorer. My world is all about taking risks, trying out new concepts, being inspired by challenges. Nothing could be more interesting than a passionate discussion, a rapid-fire exchange of questions, values, vision, and ever-evolving ideas. And when this “ideation” moves toward the development of an elegant solution, my own role shifts more to helping develop strategies and selection criterion to realize the highest project value. At these moments, I look to my counterpart “refiners” to apply the robust measurements and tools to hone the final outcome. That is my idea of a perfect evening (add wine and a fireplace).

Explorers and Refiners, a bit like yin/yang, expansive/contracting, breathing in/ breathing out. These are the persona explored in “Progressmakers,” a term coined by Clampitt and DeKoch in a thought provoking book by the same name. Personas which describe not just individuals, but also phases of progress within a project or company, as it moves from one platform toward the next. An exploration phase involves risk-taking, sometimes voluntarily, but also under duress. Consider the Pilgrims, who chose the risk of crossed the ocean to unknown territories was preferable to sticking to their status quo. So it was in the 70’s, as gas prices pushed us to explore new insulation materials, radical alternatives in energy efficient construction, experimentation with capturing solar energy. And even after the economic impetus was removed, some “refiners” continued to test the materials, the systems, and develop the new field of building science. This in turn provides the basis for the next wave of experimentation, triggered by the escalating climate & environmental issues.

On a project level, one might recognize the traditional roles of designers (explorers) and engineers (refiners). But I would propose that we take off our blinders and separate the roles from the job titles. There is much to be gained when engineers bring the technical expertise to the creative process, or designers leverage their analytical skills to keep the review process relevant to the client’s needs. In an integrated delivery process, there are typically several iterations of expansive, exploratory ideation, followed by some fact-finding and concept testing. Participants involvement also ebbs and flows, but there is always room at the table for input.

This cycle concept also provides a perspective of the “continuous improvement” as described in lean processes, and the nuanced difference of lean as employed by Toyota, and as interpreted in the US. Peter Drucker once noted that the Japanese seek buy-in prior to the development of an idea, whereas the Americans look for buy-in after the fact. This was in response to the frustration of American manufacturers, who were flabbergasted at the amount of time their Japanese counterparts spent in cycles of exploration and refining, often seemingly starting from scratch with new groups of employees and stakeholders, all prior to product prototyping and release. By the same token, the Americans then felt rushed when the product decision was made, since the US culture was more accustomed to seeking input and product refinement after the proto-typing. From the perspective of construction, clearly it is less costly and more efficient to spend the time in design and make changes on paper than it is to change the product in the construction phase.

My initial research in exemplary case studies of “deep lean and deep green” projects has identified the same “Toyota-like” dedication to discovery and comprehensive project checking at the design phase. There is an amazing amount of ideation and critical analysis in these great rooms, with participation not only from the traditional core design team, but also from the trades, the public, the client and the regulatory agencies. These dynamic discussions bring progress not only to the specific project, but also carry forward the great “aha” moments to the next project. There is a perceptible shift in culture, a passion for perfection, a positive outlook and willingness to seek solutions.

Listening to my interviewees describe the very deeply integrated and lean processes is almost like my imagined discussions by the fireplace with a glass of wine. They seem somewhat unreal, impossible in today’s litigious society. Yet these teams are delivering amazing building projects, and those who “get it,” are able to repeat the process for continuously improving success. There are indeed progressmakers among us. Maybe it is time for us all to cross that ocean, to make the leap, and help move our industry to the next level of performance.