A core foundational document informing the localization and adaptation of LIONSBERG to Earth.
In 2005, the U.S. District Court placed California's prison health care system in federal receivership after finding that, on average, one inmate died every 6 to 7 days due to constitutional deficiencies. The Court ordered a "radical transformation" of the system.
The resulting Program Delivery Guide (PDG) represents approximately $20 million of funded research and lifetimes of experience from leaders in the Architecture, Engineering, and Construction (AEC) industry. It describes how to deliver multiple billion-dollar projects simultaneously around a centrally learning Prototype designed as a Kit of Parts -- using Integrated Project Delivery, Lean Construction principles, and the Toyota Production System as foundations.
The parallel to Earth is exact. A system so broken that existing authorities cannot fix it. People suffering and dying unnecessarily. A federal receivership -- an external intervention -- required to "radically transform" the system. A new operating system deployed. A prototype developed. Teams organized around shared purpose rather than competing contracts.
This document was a core piece that informed the localization and adaptation of LIONSBERG -- whose patterns are already operating coherent civilizations across the cosmos -- to Earth. The principles articulated here are not specific to prisons, or construction, or even to Earth. They are universal patterns of how intelligent beings organize to co-create complex systems in service of a shared Goal.
The PDG distills decades of lean thinking into Five Big Ideas that apply equally to building a prison health care facility and to co-creating Heaven On Earth:
The PDG's architecture maps directly to The Core Pattern of LIONSBERG:
| PDG Concept | LIONSBERG Element |
|---|---|
| The Receivership (system in crisis) | The Meta Crisis -- Earth under receivership |
| The Prototype / Kit of Parts | The Core Pattern / Twelve Irreducible Elements |
| The Core Group (4-6 leaders) | Circle (5-16 people) |
| The Single Lean Enterprise | The federation of Circles |
| Integrated Project Delivery | The LIONSBERG Integrated Delivery System |
| Target Value Design | Purpose-driven design to Meta Goal |
| Last Planner System | Commitment-based management within Circles |
| Five Big Ideas | Twelve Irreducible Elements |
| Continuous Improvement (PDCA) | Learning loops at every fractal level |
| Community of Practice | Community of Practice |
| Lessons Learned / Prototype Control | Self-Sustenance and Self-Replication and continuous learning |
| Network of Commitments | Democratic Self-Governance Through Shared Agreements and Wise Eldership |
| Optimize the Whole, not the pieces | One Purpose Above All |
| Financial Incentives Plan | Lionsberg Units of Value / Meaningful Work |
This document was originally published as the Program Delivery Guide by the California Prison Health Care Receivership Corporation (CPR), dated October 7, 2009. The Program Manager was URS/Bovis Lend Lease Joint Venture, with major sub-consultants Robert Glass & Associates, LBL Architects, Brookwood Program Management, and Carter Goble Lee.
The preamble was written by Greg Howell, co-founder (with Glenn Ballard) of the Lean Construction Institute and one of the pioneers who adapted lean manufacturing principles to the construction industry.
See LIONSBERG 101 for the complete pattern in concentric rings.
See The Core Pattern and Twelve Irreducible Elements for the universal pattern this document helped inform.
See The LIONSBERG Playbook for how these principles operate in practice.