When using a Target Value Design work plan on a project, we have a estimator/project manager onsite as a member of the overall TVD team. Our team member assists in all preconstruction planning and meetings, design, value engineering, work flow, problem solving and estimating/budgeting. The team members work to keep the project at or below budget throughout the design phase. At the end of the preconstruction phase, we provide a detailed “Maximum Expected Price” for the scope of our work.

We have experience working within the “Lean Construction Principles” and the “Last Planner” system, used on the Kelly Butte Reservoir Project. This system allowed complete collaboration between all team members, from ownership level to field staff. The “Last Planner” system helped everyone onsite understand how an individual’s work affects the entire team and allowed the team to identify not only problems, but opportunities for project savings.

Target Value Design

  • We are characterized by bringing an open-minded approach to all projects. Our team strives to learn something new every day, whether it is through our own work, other trades, our clients or individuals on the project.
  • We are currently working in a very similar fashion (TVD) with Hoffman Construction, Aecom, Cornforth Consultants and Condon-Johnson on the Washington Park Reservoir Project. The project is currently in design – presently close to 90% complete. We have been part of the design/budget effort for close to 2 years. Numerous team meetings have been held, discussing far ranging topics/issues from dewatering to tunneling underneath an existing dam and specific neighborhood concerns. These team meetings have been instrumental in deciding the team’s best approach to working through the project from start of construction through completion. When this project begins construction, many of the potential issues will have already been addressed and solutions will have been planned. Without the cooperative efforts of the entire team, this comprehensive design strategy would not be possible. We are honored to be a part of this team and the design process.
  • We are close to completion on the Kelly Butte Reservoir Project. Although we were not part of the initial design phase of the project, we were able to work with Hoffman Construction, The Portland Water Bureau and all other contractors from the beginning of construction and identify areas of potential savings. A two million dollar savings potential was identified by the early detection process and re-use of onsite materials for backfill of the reservoir, as well as backfill for the water lines to and from the reservoir. Consequently, a significant portion of these savings were actualized and created added value to the project.

 

Quality Control / Cost Tracking

Our goal is to eliminate quality concerns from ever becoming quality issues on all projects. Our team understands that by being proactive, concerns are addressed immediately and never left to become larger issues. The sole mission is to reach our common goal of producing the highest quality product on time and under budget safely. We have learned that when ownership of problems are not taken, quality concerns must work their way up the chain of command until an executive decision is made and works its way back to the field. This process wastes time and money and allows for a simple fix to muster into a much more expensive and timely fix. Our experience has shown these situations cost us twice as much by not addressing them early on.

  • Weitman Excavation has invested in and utilizes HCSS Heavy Job Manager. Real time cost tracking gives us the ability to proactively monitor production, making adjustments while a cost savings can still be realized. Too often this information is not reported until it is too late to correct. By utilizing Weitman Excavation’s in-house software, we know on a daily basis our precise production. Cost analysis reports can show where we are struggling or accelerating far earlier than normally possible.
  • HCSS Field Manger has the ability to track, in real time, all field cost. This includes labor hours and burden, equipment charges and utilization, material purchases and even trucking. Our trained foremen and field staff enter this information and can instantly visualize daily production rates to confirm if budget is being met. In the event changes need to be made, a production analysis tells us the cost benefit of manipulating a crew.
  • On a daily basis a cost report can be evaluated to identify if any changes in the crew or equipment need to be made for the following day’s work. On a weekly basis a production report can be presented to the owner to show how the work is tracking alongside the budget. Productivity Report
    • Shows labor hours , current productions and budgeted productions

Cost analysis

  • Shows labor cost, equipment cost, material cost, vs. budgeted cost and your over/under

Production Planner

  • Inputting crew size and hours worked informs us of the production we need to obtain that day, or we can put in the production that crews will obtain and Heavy Job Manger identifies cost variance.

In addition to our own Quality Control systems, we are familiar with the systems of various contractors and clients and can readily adapt to existing trade team practices.

 

Lean Principles – Lean Project Delivery – Last Planner System

Weitman Excavation has worked under/with the “Lean Principles” philosophy. We have experienced management and field staff who have been trained to implement the Last Planner System.

 

  • The “Last Planner” scheduling system was implemented at the Kelly Butte Project. The entire construction team underwent a rigorous two-day training class, where we all learned and applied the “Last Planner” system. Representatives from every contractor, Hoffman Construction and the Portland Water Bureau were involved. We began to pull plan-specific project milestones, working from completion date backwards to the start of the specific activity. This process was very effective in helping the individuals understand how important the team approach to construction is. In working through this schedule from completion to beginning, we were able to see areas that our company needed to plan for in advance, whether it was making sure a submittal was complete or to ensuring specific products were on order in advance to avoid slowing the progress of the entire group. This process definitely reduces or eliminates potential waste, from both a labor and material standpoint, which benefits everyone involved in the project. Any and all construction projects would benefit by implementing this form of “Lean Construction”.