1 / 6

JOURNEY TO TRANSFORM

JOURNEY TO TRANSFORM. LCI VISION: The Lean transformation of capital project delivery. GOAL: Re-integrate a siloed industry to create exceptional value for all stakeholders. OBJECTIVES: Create demand for Lean, enhance capacity for learning and sharing better practices.

ezra
Download Presentation

JOURNEY TO TRANSFORM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. JOURNEY TO TRANSFORM LCI VISION: The Lean transformation of capital project delivery GOAL: Re-integrate a siloed industry to create exceptional value for all stakeholders OBJECTIVES: Create demand for Lean, enhance capacity for learning and sharing better practices • MAJOR 2019 STRATEGIES • Enhance outreach to more fully engage the design community in Lean (demand) • Adoption of enterprise-wide Lean company transformation (demand) • Enhance outreach to promote Lean adoption at the craft level (demand) • ONGOING STRATEGIES FROM PRIOR YEARS • Expand Owner outreach through Owners Group Programs (demand) • Increase industry capacity and awareness by growing and enhancing Congress (demand and capacity) • Leverage Strengths and Promote Success of the LCI Communities of Practice (capacity) • Training & Education: Increase content development and distribution (capacity) • Industry Outreach: Next Gen Workforce in Lean [Students and Millennials] (demand) • Engage in robust research program to promote demand and capacity (demand and capacity)

  2. 2019 NEW STRATEGIES & TACTICS • ENHANCE OUTREACH TO MORE FULLY ENGAGE DESIGN COMMUNITY IN LEAN • Bernita Beikmann, Stan Chiu, Romano Nickerson, Michael Murray, Joan P. • Progress/success metrics TBD • Need tactics to list • Have a request into Bernita and Stan • ADOPTION OF ENTERPRISE LEAN COMPANY TRANSFORMATION • Bevan Mace, S. Chiu, D. Christian, G. Stedman, Dan H. • Progress/success metrics TBD • Need tactics to list • Have a request into Bevan • ENHANCE OUTREACH TO PROMOTE LEAN AT THE CRAFT LEVEL • Henry Nutt, Greg Stedman, Chad Hoffman, Dan H. • Progress/success metrics TBD • Need tactics to list • Have a request into Henry

  3. ONGOING STRATEGIES & TACTICS • EXPAND OWNER OUTREACH THROUGH OWNERS GROUP PROGRAMS • Victor Sanvido, Mike Mayra (BoD liaison), Shannyn H. • Maintain owner Communities of Practice in CA, Great Lakes and Northeast with three meetings each per year- Mike Mayra, Digby Christian, Victor Sanvido • Owners’ conference track at LCI Congress – V. Sanvido, Congress Planning Team • Get two key owners (per CoP) to switch to program-wide IFOAs – 6 total • Create sustainable method to derive meaningful metrics to track progress • INCREASE INDUSTRY CAPACITY & AWARENESS BY GROWING AND ENHANCING CONGRESS • Romano Nickerson (BoD liaison), Congress Planning Team, Joan P. • 2019 Goals/Metrics: • Abstracts Target: 250 • Attendance: 1700 (including 200 from Texas) with specific industry targets: • Owner – 15% • Design Community – 11% • Trade Partners – 20% • App adoption: 98% of users check in • Total revenue target: $2.25M expense target: $1.59M ($663K net) • Total includes sponsorship revenue target of $450K

  4. ONGOING STRATEGIES & TACTICS • LCI COMMUNITIES OF PRACTICE: LEVERAGE STRENGTHS/PROMOTE SUCCESS • Greg Stedman, Practice Committee Chairs, Denise E., Julia S. • Achieve alignment on CoP maturity levels. Metrics: • Evaluate 2018 performance and confirm/reset maturity level for 2019 • Publish maturity levels at 1Q ‘19 National Practice Team conference call • Promote growth (review targets by maturity, check quarterly). Metrics: • Each CoP has developed a 2019 Strategic Plan and Events Plan • Each CoP has key leadership in place (Leader, Vice Leader, Events Leader) • Track CoP events and registrations • Continue annual meeting cadence for National Practice Team. Metrics: • Q1 Conference Call, Q2 F2F Work Session (Dallas), Q3 Half-year Conference Call, Q4 F2F Congress work session (Fort Worth) • Promote successes of CoP education events. Metrics: • Assist CoPs in identifying LCI education courses and LCI approved instructors • Utilize Cvent for event registration/management; further training in tool use • Provide ongoing feedback on revenue vs. expenses (events meet budget)

  5. ONGOING STRATEGIES & TACTICS • TRAINING & EDUCATION: INCREASE CONTENT DEVELOPMENT & DISTRIBUTION • Rebecca Snelling (BoD Liaison) & Kristin H. • Release three new online training courses under LCI “Immersive Education Program” through Dec 2019. Metrics: • 800-900 licenses/users purchased 2019 • 80% of Learners achieve 80% score to pass, receive certificate of completion • LCI Instructors Program growth. Metrics: • 25 total TVD Instructors available • Maintain a minimum 50 active “introductory” course Instructors • Support education needs of CoPs. Metrics: • Develop and release at least 3 “mini-courses” by end of 2019 • INDUSTRY OUTREACH: NEXT-GEN WORKFORCE • Chad Hoffman (BoD Liaison), Andrea M. • Form 1-2 student chapters with universities and potentially CoP support • Achieve 2% (2X) student CoP registrations in 2019 (Up from 1% in 2018) • Set up 5 student events/presentations at universities • Spread Lean tools through student competitions

  6. ONGOING STRATEGIES & TACTICS • ENGAGE IN ROBUST RESEARCH PROGRAM TO PROMOTE DEMAND AND CAPACITY • Renee Cheng and Bevan Mace (BoD liaisons), Dan H. • Develop road map to guide LCI research investment on multi-year basis • Create and publish other research projects as approved by board of directors

More Related