PDG - Site Adapt
3.2 Site Adapt
Adapting the Prototype's kit of parts to sites requires site specific design and planning. Integration of CEQA findings and off-site challenges with site requirements is made more difficult by the fact that all facilities will be developed on land housing existing prisons.
Site adapt requires:
- Reviewing all FPS requirements as developed in the Prototype
- Design specific enough for construction purposes (may require detail beyond the Prototype)
- Addressing quality, safety and security issues
- Dealing with uncertainty in how, where and what to produce while checking CEQA compliance
- Designing how work will be structured at the site as a design criteria
- Value stream mapping, strategic sourcing and BIM cost modeling for planning decisions
3.2.1 Site Planning and Facility Design
Once a project site is identified, the Prototype "kit-of-parts" will be used to pull out required components. For new stand-alone institutions, most requirements are pulled directly from the kit-of-parts. For in-fill or renovation, components may require slight modification.
Design effort is based on work packages established through Work Structuring, using:
- Quality-In-Design
- Safety
- Managing Uncertainty
Quality
Quality in production, installation and activation. The IPD Agreement calls for the Core Group to develop a Built in Quality Plan ensuring the IPD Team and its agents understand expectations. The plan empowers workers to "stop the production line" if work does not meet hand-off criteria. The goal: collaborate in advance about what is required, mistake-proof the process, minimize re-work.
Tools for weaving quality throughout design and construction:
- First Run Studies: Establish customer expectations and conditions of satisfaction. Use of the first instance of an operation as a test of its design. FRS allows stakeholders to explore how simplifying design helps reduce cost and improve quality.
- Standard Work and Error Proofing: Baseline or best practice for reliable processes. Collaborative effort exploring the process to determine 'best of the best' practices. Standard work provides a stable platform for continuous improvement.
- Red Orange Yellow (ROY) Discovery and Notification System: Standardized process of detecting quality issues early, fixing them, and notifying appropriate levels based on severity.
- Managing the Commons: Strategy to control areas with completed work and prevent trade damage.
- Quality Metrics and Recognition: Measure behaviors and performance, provide recognition for delivering value.
Safety
"A bad system will defeat a good person every time." -- W. Edwards Deming
The work environment is safer in organizations that focus on systems rather than individual motivation. Traditionally, accidents are understood as personal failures rather than results of contending demands for speed, quality, productivity and safety.
Three strategies:
- Safety in Design: Effective safety management at the design stage. Methods include increased prefabrication, less hazardous materials, construction engineering in design documents, and spatial investigation.
- Safety in Planning: Incorporating safety into logistics, sequencing, scheduling, and material delivery. Pre-Task Plans, safety as last topic in daily pull plan, and visual safety indicators for handoffs.
- Safety in Action: Five components:
- Leadership Commitment: safety as core value
- Management Involvement: personally involved in critical safety activities
- Worker Empowerment: ability to stop production
- Good Catches: proactively learn and adapt before accidents
- Incident Investigations: within 24 hours
Process in Action: The alert system requires notification and initial report within 24 hours. See problems where they occur. Swarm and solve immediately. Share with management and jobsite. Identify, implement and share solutions. Coach others. Use technology to document and broadcast.
Managing Uncertainty
Uncertainty is a gap between information needed and information possessed. This is especially relevant for unique facilities on prison property.
Traits:
- Uncertainty is common to all construction projects
- Longer time between planning and implementation = higher uncertainty
- Higher uncertainty = more difficult to plan
- Earlier incorporation of relevant concepts = greater influence on outcome
- Uncertainty translates into risk, into contingency
Best Practices:
- Start planning early but do not complete in detail. Create a Milestone Schedule.
- Planning is iterative. Do not force work into the plan.
- Gather the most relevant information at each point
- Validate project objectives early to eliminate significant scope changes
- Monthly facilitated look-ahead sessions for long-term planning horizon
- Use Last Planner system for predictable workflow
- Allow for unknowns and contingencies
- Collaboratively develop and monitor Site Specific Risk Assessment
- Continuously reassess new information (Plan Do Check Adjust)
- Structure work to deal with uncertainty by planning toward the last responsible moment
3.2.2 Infrastructure Improvement Projects (IIP)
IIPs are critical path items preparing sites for construction. Site assessments for initial nine sites were completed early. IIP design includes project boundary, utilities plan, construction access, modifications to existing support facilities, and hazardous materials abatement.
3.2.3 Site CEQA
Following EIR completion and certification, the CPR remains responsible for ensuring the Mitigation Monitoring and Reporting Plan is properly implemented. Changes to project location or access could result in new environmental impacts. Site Core Groups are responsible for reviewing and understanding environmental documents.
3.2.4 Site Specific Lessons Learned
Prototype control is involved as design moves into the site adapt phase and continues through construction. Prototype Control ensures changes are managed and communicated throughout the Program.
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