Insight

Jan
06
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Lean at Penn State: Practicing What They Teach

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). 

Dec
16
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Southland Expands Capabilities with Electrical Department

Southland Industries has incorporated electrical engineering capabilities into their engineering division.  The electrical department, currently located in the Mid-Atlantic office has been supporting both local and national projects.

Dec
07
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Southland’s Mustached Members

For the third year in a row, Southland Industries participated in the Movember Foundation’s annual competition. A play on of ‘moustache’ and ‘November,’ Movember is a month-long campaigned for men and women across the globe to join together to raise awareness and funds for men’s health. With dozens of Southland men and women participating, two men took the time to explain what Movember is and why it means so much to participate. 

Nov
20
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Using Lean Principles in Life and the Workplace

To inspire lean thinking, Southland employees are encouraged to compete in a monthly video challenge that demonstrates how they have implemented lean concepts into their workflow and workplace. Each submission must focus on customer value, clearly communicate the reduction or elimination of waste, demonstrate continuous improvements, and capitalize on knowledge of our people and partners.

Nov
03
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Achieving Successful Project Outcomes with Design-Assist

The design-assist model, if done in a way where scope and responsibility are not clearly communicated and outlined in the project’s initial stages, can blend far too many gray areas across traditional boundaries. Often times, this leads to an unsuccessful experience for one or several of the project team members. Expectations and value are best described by the owner and identified in the format of a contract that is clear and concise. 

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