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Facilities Manager | november/december 2014 | 41 These Lean processes can consist of collaborative Pull Planning sessions to develop and understand workflows and bring in stakeholders early in the plan- ning process. This ensures things are done correctly the first time and elimi- nates rework. Using Reflections allows the team to review how well the plan is working to ensure the project is on track to meet the Conditions of Satisfaction. A collaborative approach with BIM use has also proven to be very successful—it's the most effective way to use this tool. Establishing a "Big Room" where the en- tire AEC team can co-locate daily creates efficiencies and boosts communication. We've also seen more BIM teaching/ learning happen in collaborative settings when people with different experiences using the same tool work together. For example, Boston Public Library's Johnson Building Improvements project, which integrated new façade compo- nents and program areas within a contin- ually operating public building, used the collaborative Pull Planning process to find solutions to design changes in less than 24 hours and complete the MEP BIM coordination two weeks faster than the original 8-week schedule. Finally, as teams work more closely, a greater trust in model fidelity is devel- oped, and the reuse of models increases as they move downstream. THE KEY TO SUCCESS Efficiencies gained from using a Lean approach have eliminated the need for owners to populate databases after turn over. This approach has also given them the ability to use BIM beyond the con- struction phase to bidirectionally sync data between FM software and Revit to keep as-maintained documents, or create a custom FM solution. It is important to note, however, that even as the technol- ogy improves, it is still human behavior that continues to be the key to larger successes. We have seen that the best teams employ the following strategies: • Early involvement by the owner with their facilities and other user groups • The creation or strengthening of company standards and protocols • Clear definitions and goals provided to the design and construction teams for every phase of the project, espe- cially post-occupancy • A commitment by all involved to break bad habits, suppress egos, and reinforce collaborative, supportive behavior. Kimberley Maul is Lean coordinator at Consigli Construction Co., Inc., Portland, ME, and can be reached at kmaul@consigli. com. Andrew Deschenes is director of proj- ect services at Consigli and can be reached at adeschenes@consigli.com. This is their first article for Facilities Manager.