Every morning, around 8:30 a.m., the foremen, as well as crew leaders who are working in the Neuroscience Research Building in construction at the Washington University School of Medicine, are gathered on each floor of the structure’s 11 stories.
In this huddle of 15 minutes, participants review the schedule for the day to address any conflicts that may arise and ensure that the project’s $616 million is on the right track.
In the middle of these discussions is a Takt plan Lean Construction Scheduling tool that records visually the work tasks scheduled for every week during the duration of the project.
“The beauty of a Takt plan is that it makes everything visual,” says McCarthy Project Manager Josh Kreitler. “It consolidates a 170-page conventional P6 construction schedule onto a single color-coded page so that all of our trade partners can quickly understand where they’re supposed to be.”
The primary objective of Takt planning, which is a lean construction term, is to establish “flow.” In other terms, the aim is for every project phase to move in a planned sequence without interruptions, delays or bottlenecks. “Essentially, we want to eliminate waiting on workers or workers waiting on work,” Kreitler explains. Kreitler.
The process of maintaining flow can be an enormous task, especially in a complex, large construction with a lengthy schedule and numerous trading partners. It is crucial to establish an unwavering rhythm to the timetable (“Takt” is an German word which translates to rhythm cadence, beat or cadence.)
The Neuroscience Research Building The five-day cycle guides the activities of all work teams that range from electrical, mechanical plumbing, and mechanical contractors for framing metal studs contractors and contractors for drywall, for carpenters, painters and even drywall contractors. “We have defined areas, a distinct sequence of work, and crews move every five days,” Kreitler says. Kreitler. “That creates stability for planning and a defined schedule for each team of specialty contractors.”
The steady rhythm also helps to ensure that the right materials and other components to the site of work. “The Takt plan is very thorough and precise that helps us ensure that our floor crews have access to the equipment and materials they require to complete the task. We also ensure that they have the tools they require they need them,” says Dan Blanton, director of the project for the Murphy Corrigan joint venture overseeing the mechanical system components.
Although the Takt plan process is extremely organized, it’s also able to allow for the inevitable shifts during construction. “We’re always negotiating in the field, but adjustments do not happen in a flash. Instead, we ensure that we integrate them into the overall plan,” Kreitler says. Kreitler and notes that the superintendent team members meet every afternoon to discuss the logistics of projects and other big-picture tasks. “We all have to agree before adjusting, such as shifting a sequence or adding a buffer week,” Kreitler says.
Prefabrication and Collaboration Drive Efficiency
One of the country’s biggest neuroscience research facilities, the 609,000 square-foot building will unite over 100 research teams from different disciplines to study Alzheimer’s diseases as well as Parkinson’s disease as well as other neurological disorders. The development, which includes a nearby 1,800-space parking structure, is also the biggest within the history of Washington University in St. Louis.
Efficiency gained from Takt planning have aided in speeding up the installation of electrical and mechanical system components, which comprise the broadest range of work within the research construction.
The majority of M/E/P equipment is prefabricated and tested at a number of local shops prior to transporting them to the site of installation. “Prefabrication was only possible because of the detailed 3D modeling and intense coordination we did early on,” says McCarthy’s Chris Fava, who serves as the M/E/P director for the project. “This enabled all parties to understand the spatial constraints and generate fabrication drawings they could follow in the shop.”
Construction of the essential components offsite drastically reduced the number of workers needed on site to construct M/E/P components, and has reduced quantity of garbage that is generated on the job location.
“Because of the way crews progress through the building, the Takt plan allows us to manage our overall manpower on the project much more efficiently,” says Ryan Freeman, president of PayneCrest Electric, the project’s electrical contractor.
According to Blanton According to Blanton Takt strategy provides a standardized method for the crew to put in their scope of work most efficiently and economically. “For too long, it’s been left up to the guys in the field just to figure it out, which ends up burdening the company with the largest scope of work,” Blanton claims. “Takt planning removes the majority of this inefficiency. It helps create a team-based starting from the first day.”
Furthermore, since every member of the team uses the Takt plan, from the foreman all the way to the person putting in the materials, project leaders are convinced that everybody takes more responsibility and satisfaction from their work.
It also allows crews to identify potential problems before they cause expensive delays, says PayneCrest Director Joe Wilmes. “We’re able to identify so many potential conflicts and problems long before we install a product, so the owner has more time to make informed, educated decisions,” the superintendent declares.
Freeman acknowledges our expertise in overseeing trade relations for the smooth running of projects. “Our success depends on the construction manager’s ability to develop the plan and coordinate all of the trade partners to execute the work efficiently,” he explains.
Although the majority of team members did not have any prior experience in Takt making plans prior to beginning the project, a lot of them have been enthusiastic supporters. “I’m a huge fan,” Wilmes states. “I would sell this system to anyone, and that’s coming from a skeptic.”
Blanton is of the opinion that Takt planning could become the preferred method of scheduling commercial construction projects over the coming five years. “A caveat is that you’ve got to have talented people running and organizing the project,” Blanton adds. “When done well, the way it is here, it’s the only way to build a project.”