This paper describes a current-state practice observed for proposal development of a $500M Design-Build-Operate-and-Maintain (DBOM) infrastructure project in the public sector. The observed team‘s 4-month-long design and estimating process revealed problems inherent in their current approach. With the team being a three-party joint venture, integration and collaboration among designers and engineers was difficult and infrequent, creating waste and rework. Based on this retrospective case study, this paper presents recommendations regarding improvements potentially achievable through implementation of lean concepts. Application of lean design practices could have fostered better team collaboration by integrating the design and estimating processes, and presumably achieved a more competitive proposal. Lean concepts discussed in this paper include Choosing by Advantages (CBA), set-based design, cross functional teaming, co-location, and Target Value Design (TVD). By presenting a specific example of an infrastructure Design-Build (DB) project, this case study contributes to testing the hypothesis that lean design management can be beneficially applied to projects that do not immediately result in design or constructed facilities, but instead end with the presentation of a competitive proposal.
Lean design management, Design-build (DB), Design-build-operate-and-maintain (DBOM), Choosing by advantages (CBA), Set-based design, Cross functional team, Target value design (TVD), Public sector, Infrastructure project
Lee, H.W. , Tommelein, I.D. & Ballard, G. 2010, 'Lean Design Management in an Infrastructure Design-Build Project: A Case Study' In:, Walsh, K. & Alves, T., 18th Annual Conference of the International Group for Lean Construction. Haifa, Israel, 14-16 Jul 2010. pp 113-122