Lean
Construction

Lean Construction
Lean Construction is a scheduling and management method that increases the reliability of construction processes. Berglund uses lean Construction because it maximizes value and minimizes waste for our clients.

When production planning becomes reliable and people fulfill their commitments, performance and workflow are improved, uncertainty is removed and the entire project benefits. As AEC project managers, it seems that everything we do is measured by time or timeframes.  We live and die by them.  Our projects fail or succeed by them.  Our entire careers are one big master project schedule. We understand the importance of time to a project and that "Time is Money".  To assure the Client an on-time or ahead of schedule project, Berglund Construction’s Team utilizes Primavera P6 for project scheduling.

Primavera P6

The P6 Project Management module enables the entire project team to track and analyze performance. It is a multi-user system with scheduling and resource control capabilities supporting multi-tiered project hierarchies, resource scheduling with a focus on roles and skills, recording of actual data, customizable views, and user-definable data. We will develop schedules and programs on several levels and at several times during the course of this project. In addition, P6 will provide integrated risk management, issue tracking, and management by threshold. The tracking feature enables us to perform dynamic cross-project rollups of cost, schedule, and earned value. Project work products and documents can be assigned to activities and managed centrally.

Documentation And Scheduling

Once design documents are 50% produced, a more detailed schedule can be compiled.  By the time construction is to begin, a construction schedule is fully developed and reviewed.  The content of these documents is defined on a project specific basis and contain an appropriate level of detail required to properly plan and execute the work.  The project manager develops project schedules jointly with the field superintendent, with review by senior managers as needed to fine tune sequencing and durations of tasks.  Two week look-ahead schedules are prepared by field supervision, and procurement schedules are used as necessary during the buyout phase of the project to organize and prioritize purchasing activity.