What Owners Should Know Before Choosing the Design-Build Project Delivery Method

As an industry, when we talk about the design-build project delivery method, we typically focus on the contractual obligations associated with delivering the project. I think about a contract as a set of expectations. A well-written contract is one that clearly outlines expectations of those with responsibility for the success of the project. That includes how each person at the table will be held accountable for not meeting those expectations.

Design-build is a method that brings one entity – the design-build team – under a single contract with the project owner. This one entity, one contract, one team approach completes a project faster, more cost effectively and with fewer change orders. In fact, over the past 15 years, use of design-build has greatly accelerated in the U.S., making this delivery method one of the most significant trends in design and construction today.

But outside of drawing up a well-written contract, owners often overlook a key attribute that can significantly impact the success of a design-build project: choosing the right team.

What does that mean?

The success of design-build hinges on collaboration between owner, contractor and designer. But there’s more to it when picking the right team to complete your project. I like to break it down into two categories.

There are a lot of statistics out there about the relationship between diversity and high-performing teams. Recently, I did an analysis on the generational diversity of our office, local leadership team and projects. In my research, diverse and balanced teams deliver the smoothest projects with success and profitability for all stakeholders.  For example, Skanska is working on two design-build projects at a major Bay Area airport where the client emphasized the need for a diverse team as a critical component for success of the project. The project teams are a diverse mix of experience levels, with at least one member representing each generational group from their 20’s to 60’s. A year into the project, we’re seeing great collaboration and have met all critical milestones to-date. We have a signed contract, and our stakeholder engagement program has been running smoothly. As we plan future pursuits, we are using this team as a model for what we should aim for.

What it comes down to is a balance of push and pull, knowledge sharing about building techniques new and old. There are also leaders on those projects who understand the value of having a diverse team and are leveraging that effectively. There is great value in our differences.

The mindset and attitude of the members of a project team leads to the overall culture on a project. The project executive must be intentional about building a culture, starting with finding the right people with the right attitude. In this industry, we are faced with big challenges and obstacles on a daily basis. We can choose to be held down by the challenges, or we can say, “How can we think differently to overcome these challenges?” We’re looking for the moonshot thinkers. For example, most people don’t spend their time being bothered that they can’t teleport from Seattle to Japan, because a part of them thinks it’s impossible. We want people on our teams that choose to be bothered by that and then work relentlessly to find ways to achieve the impossible. People can set their minds to seemingly impossible ideas and through science, engineering and technology, we can make amazing things happen. If we become afraid to take risks, we stop inspiring people and we stop achieving great things. We can’t stop pioneering in this business. To sustain an innovative culture, we need moonshot thinkers — who are both intellectually and emotionally intelligent. We need diverse perspectives at the table.

See below to watch a video where I recently shared these views at the Design-Build Institute of Americas Western Pacific Region annual conference.

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Celebrating Earth Day With An Innovative Take On Recycling

In honor of Earth Day, April 22, we are highlighting a project with a unique recycling solution.

At Gulf State Park Lodge in Alabama, five tons of gypsum drywall are produced weekly. Because there aren’t any gypsum drywall recycling facilities located near the site, Skanska relentlessly pursued a sustainable solution for recycling the estimated 120 tons of gypsum board waste collected since November 2017.

Our team discovered a sustainable way to recycle the five tons of gypsum drywall produced by grinding it up and distributing it to peanut farmers for their crops.

The team’s extensive research revealed that when ground up, gypsum board products are an agricultural soil amendment for peanut farming that have been used for more than 250 years. Conveniently, Alabama is also home to several peanut farms within the proximity of our project site. Last year, Alabama farmers harvested 189,000 acres of peanuts, producing 400 million pounds valued at $118 million according to the Alabama Farmers Federation.

Before we could start the recycling exchange, the Skanska – Volkert team petitioned the U.S. Department of Agriculture and received approval to provide the ground gypsum to local peanut farmers. After receiving the government approvals, the farmers happily agreed to accept the ground gypsum board waste to use as a soil conditioner.

To successfully execute this recycling effort, a newly purchased six-inch chipping machine grinds the gypsum board waste into a dumpster contained in a designated area onsite. Then, the dumpsters are transported to the peanut farms where the ground gypsum is spread throughout the fields and tilled into the soil.

As we celebrate Earth Day, we are committed to protecting our communities through sustainable practices, big and small. For more information and resources, visit the Earth Day 2018 website.

Megan O Connell

Megan O Connell

Project Manager Megan O'Connell, LEED AP BD+C, LFA

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Celebrating World Water Day with Eight Tips for Water Conservation

Today, March 22, marks World Water Day and in many developed and developing countries, having a sustainable supply of clean water is still an issue. Currently, 2.1 billion people live without safe drinking water at home; affecting their health, education and livelihoods. Even in the United States, regional droughts have worsened as population growth has strained existing water supplies.

In 1993, the United Nations General Assembly announced the inaugural World Water Day and this year, the main goal is to raise awareness of the link between water use and energy, along with delivering the key messages that water supply (a finite resource) is decreasing while demand (from a growing population) is rising, and that saving water means saving energy.

At Skanska, we are committed to proactive environment management. Today, we are sharing personal conservation practices because small actions can mean a big difference when it comes to saving water. Why not challenge our colleagues and peers to save water on World Water Day and create new habits for the long-term?

Water saving ideas include:

1. Run your washing machine or dishwasher only when it is completely full.

2. Install aerators on faucets and low flow shower heads, which can cut water use at those sources in half.

3. Insulate hot water pipes to reduce waiting time.

4. Repair leaks in your toilet, including a leaky tank seal, right away as that can result in hundreds of wasted gallons of water in just a couple days.

5. Replace old toilets with modern low-flow models can cut this usage (and your bill) by up to two-thirds.  However, if you can’t replace your toilet anytime soon, you can still reduce the amount of H2O your toilet uses with this handy trick: put a brick in your tank. No kidding, by putting a brick in your toilet tank, you will reduce the amount of water needed to fill the tank, but it won’t affect flush power. Only do this for old toilets.

6. Set up a rain barrel at the end of your downspout to collect roof runoff.  You can put this on your plants or lawn. Imagine the savings if every building captured rainwater for re-use, rather than letting it run off into wastewater systems.

7. Stop buying bottled water! It takes 3 liters of water to make every 1-liter bottle of water, before the H2O is even put it in.

8. Water the lawn very early in the morning or the evening to minimize evaporation.

Myrrh Caplan

Myrrh Caplan

Skanska USA Director of Green Project Solutions

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Building a Level Playing Field: How Do We Get There?

Women in Construction Week, a campaign by The National Association of Women in Construction (NAWIC) to highlight women as a visible component of the construction industry, runs March 4-10. Follow our conversation on Twitter @SkanskaUSA

Today, only 9% of workers in the U.S. construction industry are women. Yes, you read that correctly. It is a relatively small percentage when compared to other industries.  Why is that?

There is still somewhat of a perception that the construction industry is only for burly guys with hard hats and shovels, digging and operating heavy machinery in all types of weather. This view of the industry has been around for generations. We’ve all seen the cartoons of big guys whistling as a woman walks down the street or images of guys walking beams high in the sky.

The truth is the industry is not the same business it used to be. Construction jobs continue to grow in complexity and scale. It continues to evolve, with an increasing focus on technology and techniques that can streamline processes, improve safety measures and enhance worker productivity, requiring a more diverse set of skills.

Additionally, jobs in the building trades, engineering and design can be lifelong careers that support families, providing employment with competitive wages. Especially with the tremendous opportunity for infrastructure jobs in the U.S. If you don’t believe me, check out this story on construction boom cities in the U.S.

The perceptions that have continued to linger need to change.

How you can help

There has been a great effort to shift the view of the construction workforce, but we still have a way to go. And now is the time. Especially when you consider the opportunities ahead, and much talked about shortage of skilled labor in the trade. According to an estimate by the Associated Builders and Contractors, there are roughly 500,000 unfilled construction jobs.

As an industry, we need to do a better job educating the younger generations in general about construction career opportunities, but in particular, young women so that we can continue to bring in diverse perspectives to strengthen our teams. Kids are impressionable and watch what we do and say.

In lower and middle school, there is no difference between the sexes in math and science based test scores. The same is true in high school, yet the number of boys taking AP type exams to prepare for further degrees in the math and sciences is greater.   Boys outnumber girls 3 to 1 in computer science tests, 1.5 to 1 in Physics and just slightly in Calculus while girls outnumber boys in English, languages and environmental sciences. Women are just as good at math and science as men and just as capable in an engineering field.  Let’s encourage and promote young girls in the field.

What the construction industry can start doing today to create a more level playing field:

Volunteer in your local middle and high schools to encourage young women to seek opportunities in the field

Develop and enforce a zero-tolerance sexual harassment policy – not only for employers but for everyone on a job site

Connect with women’s organizations and share job and training opportunities to their members

Facilitate mentor opportunities for women joining the industry

Provide more flexible options for young parents and those responsible for taking care of children with special needs or aging parents

Ensure all crew members have properly fitting personal protective equipment

Make it a priority to hire and work with other subcontractors or venders that are women

Ensure that adequate gender-neutral restroom facilities are available on every job site

In honor of Women in Construction Week, below are thoughts from a selection of female Skanska leaders on their experiences, the industry and what they believe it will take to build an equal playing field:

Lindsay Corotis

Lindsay Corotis

Lindsay Corotis, Vice President, Account Manager at Skanska USA

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Overcoming the Dangers of Highway Work Zones

Construction workers on highway infrastructure projects like roads, bridges and tunnels are exposed to hazards every day. On large sites with a lot of heavy machinery, measures have to be taken to address the risks of workers being struck by distracted motorists, equipment or objects, for instance. As a leading construction and development company, we are uniquely positioned to strive to achieve zero incidents on our sites while also influencing the industry and its stakeholders. We are committed to the safety of our people. It’s important to us that our workers arrive home to their families every day the same way they arrived to work – safe and sound.

The Halo Light, which many Skanksa crews use, is a personal safety system that makes workers more visible, while also increasing their efficiency. The innovative safety device, which attaches to hardhats, provides 360° illumination visible over ¼ mile away in any direction, while lighting the entire task area.

But hazardous elements exist outside the work zone too, especially on large transportation and infrastructure projects. So, as much as we provide rigorous safety plans for our construction project teams, the community needs to be diligent as well. It’s a two-way street.  When you consider that motorists are often asked to drive through a complex array of signs, barrels and lane changes in work zones, driving cautiously can go a long way in keeping both motorists and workers safe.

This time of year, maybe more so than any other season, presents an increased likelihood for incidents. Winter weather conditions can make driving challenging, and shorter daylight hours can impede visibility.

Working with a customer that understands that there are no compromises when it comes to safety makes for a true partner. Creating a safe environment in work zones is critical. It’s a responsibility for the construction company and customer, and having diligent motorists are essential to creating a safe atmosphere for everyone. Working together, we can create work zones with good signage, safety barricades and more to make sure everyone from workers to motorists are safe.

Here are some safety tips for motorists from the U.S. Department of Transportation Federal Highway Administration:

Stay alert and minimize distractions. Avoid changing the radio station, using a mobile phone, eating or other activities that can remove your concentration from the road.

Keep your headlights on. In active construction sites, it’s as important the workers see you coming as it is you see them.

Pay attention to the road. Watch brake lights on vehicles ahead. Watch traffic around you and be prepared to react.

Merge into the proper lane. Merge well before you reach the lane closure. Be aware that traffic patterns can change daily.

Don’t tailgate. Follow other vehicles at a safe distance.

Obey the posted speed limit. Workers may be present just feet away. Fines may be double for moving traffic violations. Be prepared to slow down further if conditions indicate the need. If you’re traveling 30 miles, chances are speeding will save you mere seconds of time on your trip while on the freeway. Slowing down in work zones won’t add time to your trip and can save lives. Here’s the math to back it up.

Change lanes safely. Change lanes only where pavement markings indicate, and only when traffic conditions permit.

Follow instructions from flaggers. These workers, while vulnerable standing in active moving lanes, are critical to ensure safe passage in a construction zone. Be mindful and cognizant of the directions they are providing, and watch your speed.

Expect the unexpected. Workers, work vehicles, or equipment may enter your lane without warning. Other vehicles may slow, stop, or change lanes unexpectedly.

Be patient. Construction won’t last forever so remember the minor inconvenience you are experiencing or feeling today will be short-lived in comparison to the improvements in the long run.

Being mindful while driving can help save a life. We will do our part to keep everyone safe. We hope drivers will, too.

Clark Peterson

Clark Peterson

Vice President, Environmental, Health and Safety

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Our Most Popular Social Media Posts from 2017

While we always have our sights set on building for a better future, we can’t help but look back at the past year and share the most liked, shared and viewed social media posts from Skanska’s Twitter, Facebook, LinkedIn, YouTube, and Constructive Thinking blog.


Energetic Felling of the Kosciuszko Bridge – 15,273 views


Tunnel Boring Machine at our Regional Connector project in Los Angeles – 664 likes


Removal of the 1880s era Brick Combined Sewer at the American Geophysical Union Project in Washington, D.C. – 1,586 likes


LaGuardia Airport Pile Driving and Foundation Work Kicks Off – 32 likes/16 retweets


Energetic Felling of the Kosciuszko Bridge – 10,217 views


Constructive Thinking blog
Piloting a New Hard Hat – 8,691 views


Skanska USA

Skanska USA

Skanska USA is one of the largest, most financially sound construction and development companies in the U.S., serving a broad range of clients in the public and private sectors, including those in transportation, power, industrial, water/wastewater, healthcare, life science, education, sports & entertainment, data centers, government, aviation and commercial industries.

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Thanksgiving Safety Tips

Thanksgiving is a time for family, friends and holiday feasts, which make it an important time to keep safety top-of-mind. Thanksgiving is the peak day for home cooking fires, followed by Christmas Day and Christmas Eve. According to the National Fire Protection Association (NFPA), nearly four times more home cooking fires occur on Thanksgiving than on a typical day.

Skanska has an Environmental, Health and Safety (EHS) team that uses a series of standard policies and procedures to help keep people safe. The same mindset that helps us avoid incidents on a jobsite can keep you safe at home.

From fire prevention to the general safety and well-being of everyone in your home during the holiday, the safety tips listed below can help you prevent potentially dangerous accidents:

Always stay in the kitchen when frying, grilling or broiling food.

Avoid wearing loose clothing or dangling sleeves while cooking.

Designate a “kid-free zone” of at least three feet around the stove.

If you use a turkey fryer, make sure it is outdoors and in an open area away from all walls, fences or other structures that could catch on fire. Place it away from moisture that can cause serious burns from steam or splattering hot oil. Click here to watch a short video on the dangers of turkey fryers.

Be sure that electric cords from an electric knife are not dangling off the counter within reach of a child.

For more Thanksgiving safety tips from the American Red Cross, click here. Have a safe and happy Thanksgiving holiday!

Skanska USA

Skanska USA

Skanska USA is one of the largest, most financially sound construction and development companies in the U.S., serving a broad range of clients in the public and private sectors, including those in transportation, power, industrial, water/wastewater, healthcare, life science, education, sports & entertainment, data centers, government, aviation and commercial industries.

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With A Labor Shortage, Construction And Development Industry Should Look To Military Veterans

The nation’s deteriorating infrastructure has made headlines throughout the year, with the potential for a tremendous amount of work for construction and development companies. However, a shortage of skilled labor in the industry creates staffing challenges for these badly needed projects. But, there could be an untapped labor force staring the industry in the face: military veterans.

Each year, approximately 200,000 military personnel transition into the civilian workforce and the veteran population is expected to increase 46% from 2014 levels by 2019. These individuals have ingrained in them skillsets that can seamlessly transfer over to the jobsite. Particularly the high focus on teamwork and safety, which is critical for success and longevity. At Skanska, military veterans have greatly contributed to the successes we have had as a company. In fact, this year we launched a military recruitment campaign to bring in top talent form this labor pool.

There are several qualities in veterans that transfer over well to the construction and development industry:

Work well in a team: Veterans are trained to look out for the safety of others, and they work relentlessly toward goals as a team.

Have a heightened sense of duty: Veterans understand that the whole is only as strong as its individual parts and strive to do their best for the country and fellow men and women in arms.

Organized and self-disciplined: From day one, veterans are taught how to maintain order and a physical space that results in a keen attention to detail.

Specialized skill development: Veterans often acquire advanced skills with computers, software and technology, heavy equipment, and tools that are common to many construction and development jobs.

Great problem solvers: While in the field, veterans are constantly challenged to come up with creative and sometimes crucial solutions to seemingly difficult problems

Veterans want jobs and the industry needs talented people to join the field on the jobsites and in the offices.  Why not tap into this labor pool, rich with these leadership skills, and teach them the trade? While serving our country, these individuals developed skills and habits that make them strong assets to our workforce.

We salute you

In light of Veteran’s Day, we extend a special thank you to all of our current and previous military personnel who have served and sacrificed for our country. We recognize the work and commitment of these individuals and their families while honoring and respecting all that they do to afford us the freedoms we have today.

To learn more about veterans working at Skanska, visit www.usa.skanska.com/veterans or click here.

For more information on veteran training programs:

U.S. Department of Veteran Affairs – Education | 888-GIBILL-1

North Bennett Street School | admissions@nbss.edu | 617-227-0155

Helmets to Hardhats | 866-741-6210

Tony DeStefano

Tony DeStefano

Vice President, Human Resources, Skanska USA and former Captain in the United States Army

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Busting The Myths: What the “S-word” Can Mean For Construction and Development


The word has crept into the mainstream of American life – from the food we eat and clothes we wear to the cars we drive and furniture we sit on. More and more consumers want to know what materials were used to make the products we buy and how they affect our bodies and the environment.

It’s a trendy term. The problem, however, is that it’s being used in so many different ways that people don’t even know what it means anymore.  This is especially an issue in the construction, design and development industry, where it is often used interchangeably (and incorrectly) with “green.”

Sustainability is simply the ability of something to endure over time. At Skanska, we are committed to our purpose, “we build for a better society.” This captures our belief that our work comes with a responsibility to help our local communities thrive for generations to come. Certainly, things that help conserve the natural environment play a large role in contributing to sustainability; so too do economic and social factors. As a contractor and developer, we have an outsized ability to affect sustainability through green building practices, working safely and ethically, promoting diversity and inclusion where we work and giving back to the communities where we work.

We think that approach gives clarity to the sustainability discussion, and it allows us to help our customers make project decisions that best align with their sustainability goals. This is important as there are many misconceptions about how to incorporate sustainability elements into projects. Without careful planning, the choices may not deliver the hoped-for value.

The Living Building at Georgia Tech is on track to become the first Living Building Challenge 3.1-certified facility of its size and function in the Southeast. Photo credit: The Miller Hull Partnership in collaboration with Lord Aeck Sargent.

Below is a list of the most common misconceptions when it comes to sustainability:

Myth 1. Sustainability is all about the environment.
Sustainability absolutely includes things we call “green,” but there’s more to it. Social and economic considerations must be included, which is why we believe sustainability encompasses safety, ethics, community investment and diversity and inclusion. For example, ethics can greatly affect a company’s ability to stand the test of time. A company truly invested in sustainability needs to back up the words with action. For a building project, that might mean choosing materials produced in environmentally responsible ways by a properly paid labor force. Globally, there are too many examples of goods and materials manufactured in unsafe environments by an exploited workforce. Making the sustainable decision in this case has more to do with social equity than the environmental protection. Consumer surveys indicate that our customers prefer ethical companies. This area should get more attention.

Myth 2. Applying sustainability initiatives into a project plan is expensive.
This myth most often refers to construction materials and systems. There’s good news: builders have been doing this for more than 20 years. The market for “sustainable” materials is strong. With the right planning, there is no reason for construction costs to be significantly higher than a baseline project.

Sometimes it makes sense to invest more upfront on high-quality items so that, in the long-term, you save money on efficiency and repair/maintenance costs. But, you have to consider the lifecycle of the project. You could spend too much money on a rainwater collection system to offset water use. If the savings in municipal water use will offset the cost of rainwater collection system in 100 years and you believe the system will work as designed for 50, it’s not a good investment. Focusing on more water efficient fixtures instead would be a better choice to lower water use.

On the flip side, if you can utilize systems that offer significant savings over the project life cycle, things pencil out differently. In our flagship office in the Empire State Building, we put in HVAC and water systems that were a bit more expensive upfront, but paid for themselves in less than half of the term of our lease, saving us a quarter of a million dollars over the life of the lease.

With realistic planning and an honest view of project life cycle, construction costs should not be affected.

The UF Heart and Vascular Hospital opened earlier this year in Gainesville, Florida and is pursuing Green Globes certification — an assessment of environmental performance and sustainable design.

Myth 3. Sustainability measures will delay a project.
How much planning was done ahead of time? If you didn’t consider a green roof or want to add solar panels to your project after it is completed designed, that’s going to affect schedule the way any design change would. If you decide midway through procurement that you want to focus on engaging more small businesses, but haven’t worked with your contractor to create bid packages that certified DBE businesses can handle, it’s going to affect schedule, as well. Sustainable elements do not delay projects; waiting to consider sustainable strategies too late in design and making changes that significantly impact a project’s scope delays projects.

Myth 4. Environmental, Health and Safety (EHS) departments handle sustainability initiatives for all projects.
While the EHS group is critical to sustainability efforts by establishing project-specific environmental management systems (EMS), maintaining ISO 14001 certification and ensuring that the EMS is carried out in the field, sustainability begins long before the first spade hits the ground and crosses many areas of our business. Design managers work with design partners to create systems that match a customer’s sustainability aspirations. Outreach teams network with traditionally-underutilized businesses long before subcontractor bids are solicited. Estimators work to get the best pricing on the right materials. Sustainability isn’t the exclusive responsibility of any single department. It’s a corporate cultural commitment as much as a technical requirement.  After procurement, operations looks for opportunities for efficiencies in means and methods, as well as reusing materials or descoping a project. Procurement managers work with vendors and subcontractors to make sure sustainability requirements are met and encourage our supply chain to reduce waste, decrease packaging and bring innovation to our sustainability program.

Last year, Stone 34 completed Seattle’s Deep Green Pilot Program.

Once sustainability strategies have been put in place, the next step is to think about how to measure them.

To assess sustainability, we use certification systems like LEED for our building projects and, for infrastructure projects, the Envision Rating System to tell the story and explain to our stakeholders some of the benefits of our projects that may not be apparent to the public. A recent example of a project receiving Envision certification is the Interstate 4 (I-4) in Orlando, Florida.

In addition, certification systems can be used to benchmark our projects and look for opportunities to further reduce material waste, increase operational efficiency, lessen negative impacts, mitigate risks and invest in the community.

The goal is to always plan and execute work within budget, on schedule, with minimal negative impacts and maximum positive impacts, both in construction and the operations and maintenance of the asset.

All projects should be thinking about sustainability from conception.  The sustainability conversation should start at the very beginning of a project and continue all the way through to execution to achieve the full benefits: making the best investment that contributes to the overall health and prosperity of our customer’s business and community for years to come.

Stacy Smedley

Stacy Smedley

Stacy Smedley is Director of Sustainability at Skanska

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Lean Construction: The Road to Operational Excellence

This week marks the 19th LCI Congress, an annual conference with an overarching goal of transforming the Built Environment through Lean implementation. Skanska is a founding member of the Lean Construction Institute and applies Lean approaches in many construction sectors focused on helping clients realize their vision. To learn more, click HERE.

Lean Management is a key component of our journey to Operational Excellence.  Lean management enables our projects and our people to work more efficiently. It is empowering our people to lead change and to work collaboratively to make our work better and deliver higher quality projects, and it is teaching us to evaluate traditional ways of doing things and identify waste that can be eliminated from those processes.  The result is cost-effective projects, reliable schedules and a team-oriented work environment.

One of the ways we have been successful in implementing Lean construction practices is by empowering our people to always look for ways to be better. When we talk about empowering our people at Skanska, we mean that we give them confidence in knowing they have a voice. By giving each person and team a voice and holding them accountable to make decisions, they become invested in the outcome and take ownership of the processes and their decisions. That also fosters an environment in which we are able to be more nimble, innovative and quick to adjust to changing conditions demanded by our clients.

We use several tools to facilitate and empower our teams:

Rapid Process Improvement Workshops (RPIWs) – Facilitation of workshops designed to dramatically reduce the waste in a process with immediate implementation.

Lean Committees – These committees help champion Lean implementation efforts in local offices.

5S – An organizational tool that fosters teamwork and efficiency.

Pull Scheduling – Collaborative planning process done by people that have their hands on the work on a daily basis.

Kaizen Events – Small team workshops designed to create incremental improvements within existing processes.

Our Lean culture, along with the implementation of these tools, benefits our projects, our people and our clients in many ways, three of which are as follows:

Efficient and safe jobsites

Through jobsite organizational improvements, reduced material inventory on the jobsite, reduced travel time, and less labor intensive ways of working our jobsites are more productive and support a safer work environment.

Significant reduction in waste

Waste is prevalent in the construction industry and can come in many shapes and forms such as waiting time, over processing, over production, extra inventory, wasted motion, and defects.  By using Lean principles we can not only identify these wastes, but we can reduce or eliminate them as well.

A few years ago, one of our offices looked at the work that went into a project startup. Based on legacy procedures, the method being used took a few weeks to move things from contract signing to work in the field. Through a Rapid Process Improvement Workshop (RPIW), the team was able to identify inefficiencies and address them, bringing the new process for startup to less than a week.

Jobs are completed more collaboratively

As a result of collaborative planning efforts, such as pull scheduling, processes such as design, preconstruction and the construction process itself are planned and executed by the resources that are closest to the work.  This leads to a more efficient plan that is fully bought into by the people that execute the plan.  Not only does this make the work more efficient, but it makes the schedule more reliable and eliminates the waste that often occurs at handoff points in the work.  This provides more cost-effective projects with reliable schedules for our clients.

At Skanska, Lean is viewed as part of our culture. Skanska’s implementation of Lean management has allowed us to deliver high-quality projects for our clients more efficiently and with reduced waste. Our executive leadership chartered a National Lean Committee to grow our Lean culture. Respect for people is a big component of this – it’s about valuing the knowledge, experience and ideas colleagues have to contribute. Respect also extends beyond Skanska’s borders into everything we touch – our customers, our trade partners, and our communities. Everyone is responsible and looked at to do their best and accountable to achieve results.

Lean construction is a journey, and we’re proud of the direction we’re headed in.

Our team at the recent LCI conference. Left to right: Amy Jones, Alex Abate, Michael Zeppieri, Rob Penney, Kyle Krueger, Matt Hadfield, Jeff Payne, Eric Martin

Amy Jones

Amy Jones

Amy Jones is the Manager of Performance Improvement for Skanska USA and Vice-Chair of the National Lean Committee

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