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Monday, September 18, 2017  |  11:15 AM - 12:15 PM

Open to Conference Attendees Only

A Lean journey @ the Forefront of Medicine: diversity, inclusion, success

Joan Archie
Executive Director, Construction Compliance and Business Diversity, University of Chicago Medicine
Joel Klahn
Vice President & Director for Healthcare Strategies, Bulley & Andrews
Anthony Tysinger
Project Executive, Gilbane Building Company

3 projects are presented to illustrate one institution’s journey to better decision making, team member respect/collaboration and achieving desired, predictable outcomes. 3 projects, $150 million, 24 months: an off-campus state of the art Medical Office Building, an on-campus (but off-stage) repurpose of a parking garage shell space to a level 1 trauma center and a massive shell space fit-out conversion to patient bed floors in a fully functioning vertically oriented replacement hospital. During the course of 24 months, the University of Chicago Medicine has gone from IPD “like” project delivery to a very real, Lean, integrated project decision making environment that leveraged lean principals while retaining key past practices to insure that project success can be measured in the following ways: team collaboration, timely decision making, quality outcomes, schedule achievement, cost containment, and diversity/inclusion of the work force.

1.  Establishing a frame work for developing and implementing a genuine diversity and inclusion program - Lean and IPD can leverage diversity.
2.  Leverage Lean principles and practices across the PDC project spectrum – why you have to honest about decisions and direction
3.  Effecting schedule compression without team member “casualties” or going bankrupt
4.  Project Life in the Big Room – why a central team space is essential to collaborative, integrated success