By: Henry Nutt III
The integrated project delivery (IPD) method encourages all involved trade partners to share the risk and success of a project. While this ensures that team members are entering the project with the same mentality and goals, mistakes are still likely to be made. Not all IPD projects are the same, but there are common mistakes made that can make or break a project. Being aware of the possible mistakes, and how to overcome them on your next IPD project can help to alleviate potential issues. Be on the lookout for these top six commonly made mistakes on IPD projects:
By: Michelle Peters
Southland Industries’ Michelle Peters and Jessica Baker recently collaborated with Pankow Builders on a Design-Build Institute of America (DBIA) panel featuring six unique individuals. The panel focused on how leadership impacts the success of projects, careers, and lives.
By: Chuck Allen
Southland is in the midst of instilling a strategy to motivate, educate, and empower our people to embrace lean thinking as a way of life. In order for a successful transition to occur, we have begun to build a Guiding Coalition throughout the organization.
By: Bill Davenport
Every year, Southland Industries encourages employees throughout the company to participate in a monthly video challenge. Employees demonstrate how they have been inspired to implement lean concepts into their workflow and workplace. Each month is given a theme and submissions must clearly communicate the reduction or elimination of waste, focus on customer value, demonstrate continuous improvements, and capitalize on knowledge of our people and partners. In addition to monthly winners, a grand prize winner is nominated to attend the annual Lean Construction Institute (LCI) Congress.
By: Marc Sodl
Bootcamp is an opportunity for employees to understand Southland’s culture and core values and how they fit into the overall picture. During the weeklong program, experts from all divisions and disciplines engage in discussions about each department’s strategy and how that relates to Southland’s overall strategy. In the video blog above, recent participants of boot camp discuss the networking and development opportunities they have received from the training.
By: Jacob Lynch
The UHS Henderson project is a 142 bed medical facility that spans more than 250,000 square feet. The hospital is built for future expansions and features four operating rooms, with two shelled OR rooms for future expansion, women’s center, including labor, delivery, recovery, post-partum, C-Section, and NICU, cath lab, GI bronchial, and radiology services with a target value design of $170 million.
By: Gary Lovewell
Continuously implementing a strong lean culture in each division has always been a top priority for Southland. We find that our projects are more successful and our employees are safer. Although Southland’s culture has always had lean concepts embedded into it, there is always room for improvement. Because of this, here in the Southwest Division, we decided to take our lean journey to the next level.
By: Phillip Phillips
Over the last five years, Southland Industries has participated in a Target Value Design Research Group facilitated by University of California, Berkeley’s Project Production Sciences Laboratory (P2SL). This research group was composed of practitioners from the architectural, structural, mechanical, and electrical design community, as well as, a general contractor and numerous “trade partners” from the mechanical, electrical, and structural sub-trades.
By: Chris Brooks
In their second venture to implement a Lean Integrated Project Delivery (IPD) approach to maximize the value of the University Park campus environment, The Pennsylvania State University chose the design-assist construction management team consisting of: Barton Malow (construction manager), Southland Industries (HVAC/plumbing/fire protection), and M.C. Dean (electrical) to construct the new Chemical Engineering and Biomedical Engineering Laboratory Building (CEBME).