Eliminating waste. Maximizing efficiency.

The LEAN Vision at Tri-City Groundbreakers

With a history of seeking out the latest technology and best-practice methods, it comes as no surprise that Tri-City Groundbreakers stands on the leading edge of an industry-wide revolution. Applying the principles of LEAN Construction has already reaped enormous returns. Advances in the bidding process now allow our estimators to focus on and win the projects that matter. “War room” meetings with the foreman provide a one week look-ahead at the men, women, materials, and machines needed. Value stream maps of the business unlock insights into potential improvements, and quality control checklists and inspections ensure that work gets done correctly the first time. As efficient methodology becomes fully engrained in the company culture,  Tri-City Groundbreakers looks forward to reaping the benefits.

LEAN Construction

Shortly after WWII, top executives from the Toyota Motor Corporation toured the plants of carmakers in the United States in search of insight. With their domestic sales struggling and global markets out of reach, bankruptcy loomed around the corner.¹ Ironically, it took less than 50 years for the roles to reverse. As Toyota found enormous success,² top executives from the U.S. began searching for answers. How did a company that once teetered on the brink of bankruptcy begin mass exportation of cars to America? How did a carmaker rising from the ashes of the second world war manage to carve out an alarming share of the global markets?

It soon became very clear that the Toyota Production System, popularized in the U.S. as LEAN Manufacturing, had implications reaching far beyond the auto industry.³ Today, principles of visual quality control, 5S organization, attacking waste, and purposeful communication form the basis for LEAN Construction. Questions including “How can I streamline interactions with my suppliers?” and “How do I improve safety while eliminating delays?” allow contractors to continuously improve. Even academia has joined in as groups like the LEAN Construction Institute provide theory, practical tools, and case studies to interested business leaders.⁴

5S Organization

Applying assembly-line ideas to the uncertain jobsite presents many challenges. Some LEAN concepts, such as just-in-time delivery, may never be fully embraced by the construction industry. One concept, however, fits the construction industry like a tailor-made glove: 5S Organization.

The first 5S step includes tagging every item in the job trailer, yard, or shop as “never use,” “rarely use,” “sometimes use,” or “always use.” After disposing of the “never use” items, one simplifies the shelving or floor space based on each item’s frequency of use. Each “always use” item must be easily accessible. Everything must also be clearly marked and have a defined home so that team members can easily find and account for any given item.

Next, regularly sweeping and cleaning the area based on an agreed-upon and posted standard improves safety, reveals defects, and is the first step towards preventative maintenance. Finally, progressed must be sustained. Continuing what one started requires self-discipline, but the returns justify the investment.

5S Organization saves hours of time by ensuring that every tool is available when needed. Expenses for lost tools decrease while clean working spaces reduce injuries and increase the life of tools and equipment. In short, 5S Organization is organization done right.⁴

¹ “Toyota Motor Corporation,” Encyclopedia Britannica
² “Toyota Passes GM As Top Auto Seller,” Forbes.
³ Taninecz, George. “Lean Beyond Production,” Lean Enterprise Institute.
⁴ “Stop the Treasure Hunts–Applying the 5 S’s for Lean Construction”, Lean Construction Institute.