PRESIDENTIAL ADDRESS FIGURE 2 Six principles of lean collaboration. The Big Room Optimize the Whole 2 Optimize the Whole PHOTOS COURTESY OF ENVIRONMENTAL AIR SYSTEMS, LLC 1 Respect for People PHOTO 1 Lean collaboration: The "Big Room." 3 Generate Value 4 Eliminate Waste Continuous Improvement Respect for People Generate Value 6 Continuous Improvement Focus On Flow Eliminate Waste Lean processes create better customer experiences. Our ecosystem needs to adopt a lesson from manufacturing: That which does not add value is waste. But how do we uncover value? Six principles of lean illuminate our path (Figure 2): 1. Respect for people is the core fundamental. We must evolve to value stakeholders and their knowledge; solve the issues and stop blaming the participants; and honor our commitments. 2. Look beyond the borders to optimize the whole. 3. Define what customer value means. What do they want? How do they want it? And, what are they willing to pay to get it? 4. Map the value stream to identify and remove waste. 5. Create flow. 6. Demonstrate continuous improvement along the path. Prudent preparation forces us to make critical choices before we plant anything. By shifting from design-bid-build flow, we can unleash the power of collaboration. Lean integrated project delivery, or Lean IPD, was created for this purpose. This integrated process changes the timing and order of our engagement. Note specifically: "Who will build what" now precedes "How it will be built." Execution of Lean IPD requires new perspective. Consider: * There is one narrative. * Risk and reward are shared. * Decisions are value based. In all phases nothing is done until it should be done. And yes, design is no exception. I will never forget my first visit to the "Big Room" (Photo 1). My comfort zone was attacked. My LEAN CONSTRUCTION INSTITUTE 5 Focus on Flow understanding of order was threatened. I was in a new world just like my grandfather experienced. Project success wasn't pre-scripted. Humans reached across borders to define what the harvest should be. "We" became the operative word. How are we going to deliver this as a team? Flow was no longer associated with fluid transport. How could this be? Flow had a far more important role to play. And just for good measure, flow didn't start at the head waters and move outbound. Not at all. Flow started at the vision of a built solution and backed up to understand the path that needed to be traveled. A path that revealed: * How the project would be delivered; * What the order of events needed to be; and * Who owned the commitments along the path. My grandfather's teachings played out right in front of my eyes. My perspective on Lean IPD was immediately and permanently altered. Maintaining: The Digital Landscape Proper preparation will reveal all aspects of planting the correct crop. How we maintain that crop defines how bountiful our harvest will be. Step two requires embracing digital technology. Transformation is not simply associated with adopting new technology. Knowledge needs to be captured and linked. Let's explore critical aspects of managing this process and what opportunities the digital landscape offers. Digital technology is creating vast amounts of data. We are literally swimming in it. AU G UST 2020 ashrae.org ASHRAE JOURNAL 15https://www.ashrae.org/