1. Foundations.
Start here to assure a firm understanding of the themes running through all of the modules: value, waste, flow, safety, respect for people, and continuous improvement. Every module is designed to help you get immediate results, not just learn some stuff you might use some day. So your results-oriented journey begins here with exploration of the 8 types of waste, the concept of Flow Efficiency and with how to achieve great results through small wins and continuous improvement regardless of your contract model.

2. PreConstruction.
The journey to excellence and high value begins early, often before design and well before construction mobilization. The best in our industry are increasingly viewing PreCon as a vital early service that brings value to the entire project from conception to commissioning and beyond. In this Module we consider “Who are our customers, and what are their values?” We consider the opportunity of getting lean in PreCon as early as the Owner’s Project Validation phase and certainly through design (with continuous estimating) and the development of a project’s construction strategy and trade and materials buyout.


3. Design.
This module is for design-builders and all designers and consultants, including design-assist trades, regardless of contract type. Becoming leaner in Design does not mean less design. It means more design, but with much more frequent and deliberate owner and team involvement. And it includes better tools like Target Value Delivery, using Set-Based Design and Cluster Groups.


4. Planning and Executing.
A key to Flow Efficiency is collaborative planning and scheduling to increase reliability of individual promises from the 54% industry average to 80%-90% average using the tools we learn in this module. Helping teams hold themselves accountable on a daily basis helps assure projects finish on time or early with less waste.

5. Problem Solving and Decision-Making.
We solve problems every day. That’s the business. But if a doctor issued a prescription or started a treatment before a making a diagnosis, we would call that “malpractice”. Similarly, when we fail to diagnose (or we mis-diagnose) a problem and solve a symptom instead, the problem returns. Like pulling a weed by its roots, collaborative problem solving using 5 Why and Root Cause Analysis can kill our “weeds” for good. Couple that with an improved, smoother decision-making process (Choosing by Advantages) for real value.

6. Collaboration.
At the heart of Flow Efficiency is collaboration grounded in Respect for People. It begins with the “people side” of processes: communication, trust and respect. Collaborative teams develop a culture of continuous improvement. And collaboration needs a “Visual Workplace” that finds its home in the “Big Room” where people can collaborate using simple visual tools like “Kanban boards”.

7. Process Improvement Culture.
Top teams and organizations use two proven tools to better understand and transform their work: Value Stream Mapping and Process Mapping. This module lays them out explaining the why, the how to and then offering examples, stories and tips.

8. Continuous Improvement.
The goal of every dynamic organization is continuous improvement. But that’s also the method: small improvements every day by everybody. We can establish “Kaizen (Improvement) Teams” in the front office, Study Action Teams that bring together learners from across an organization to put ideas into action, and mentoring and onboarding programs to share successful culture and experience. All are presented here along with Metrics and Measuring Success.

9. Reinventing Construction.
It’s a brave new world, but technology is only beginning to impact design and construction. This module considers how to turn what was once a piece-by-piece jigsaw puzzle called “construction” into a manufacturing and assembly operation with work occurring offsite and onsite and using technology, including robotics. Tech is not “the answer” but combined with continuous improvement it can be part of the solution to reducing waste and achieving Flow Efficiency.


Guest Path


Greatly accelerating team communication and productivity through collaborative work organizing: "Backlog, In Process, Done". Also use to help create "Just in Time" logistics.

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In very short videos, Topic 100 establishes the need for this program, and quickly shows how best to navigate Construction Accelerator screen by screen, feature by feature to get best value and results.

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An introduction to Project Delivery that produces greater Value by reducing Waste and developing Flow.

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How to spot "DOWNTIME": Defects, Overproduction, Waiting, Non-Utilized Human Talent, Transportation, Inventory, Motion, Extra Processing. Learn to "Waste Walk".

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Continuous Improvement practices are basic to future success. Here is how to develop a culture of Continuous Improvement.

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Sort, Straighten, Shine, Standardize, Sustain - the foundation for stabilizing any area of work.

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Flow doesn't just happen. Learn about small batches, having a Project First mentality, and how to continuously improve using PDCA and the Plus/Delta process.

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Meeting Management

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After significant disruption in 2008-09, the design profession is evolving from building design to solutions design as part of collaborative teams. We discuss some of the challenges and opportunities in this new design world.

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How to organize and administer Target Value Delivery.

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TVD Cluster Groups are a key to design flow success. This topic covers how to organize and administer them.

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This classic methodology is commonly used in design, but is revolutionary when used through the design-build cycle. Learn Scrum roles, artifacts, patterns and task estimating.

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At what Level of Detail should the Last Planners plan?

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Pull vs. Push (CPM) planning and how to conduct a pull session.

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In what ways and how often should you update your plan?

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The process of identifying and removing constraints up to 6 weeks ahead to maintain project flow.

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Metrics of planning success and correcting causes of failure to keep reliable commitments and handoffs.

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How the system differs in the design process.

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Getting to the bottom of problems, both simple and complex.

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How to solve problems collaboratively and communicate them visually.

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Lean teams are collaborative teams and as expressed by the Allen curve, communication and collaboration increases exponentially with distance.  Whether co-located, dispersed or virtual, setting up and running a Big Room can make all the difference, increasing team collaboration, reducing emails and phone calls, and expediting good decisions.

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Value Stream Mapping (VSM) examines the stream of processes that lead to customer value (a building, for example). It begins with defining the Value Stream and expectations for the Maps.

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Based on the VSM Charter, the team maps the Current State of how Value is produced, and comes up with bright ideas for improvement.

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Leveraging the bright ideas from the Current State Map and working backward (pulling) from the end value, the team devlops the ideal way to deliver that value and a transition plan to get from Current State to Ideal State.

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For those who already viewed 701-703, this SHORTCUT will explain how to map any one process within that value stream. Those who have not already learned Value Stream Mapping should use Topic 705.

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Kaizen - Continuous Improvement - Working at Home.

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If you have requests for other Topics or Videos please give us your ideas here:


Module Topic Name Topic Description
Foundations 106 Introduction to Flow Efficiency How to develop rhythm in construction, and what benefits we get when we switch to flow
Foundations 107 Lean in PreCon & Design Challenges in design today, the role of BIM, how contracts affect design, case studies.
Foundations 108 Collaboration within Contract Models A look at the six varieties of contract delivery methods from Design-Bid-Build to Integrated Project Delivery and how each helps or hinders your collaboration efforts.
Foundations 109 Facilitation Your team needs internal facilitators, people who know the processes, remain neutral, keep the team focused assuring everyone participates. The basics are presented here.
PreConstruction 201 What is value? Who are your customers? The customer defines Value. Know all of your customers in all your relationships.
PreConstruction 202 Getting Lean in PreConstruction It used to be just the buy-out phase before mobilization. Now smart companies are bringing value much much earlier, even before design.
PreConstruction 203 Project Validation Before designers and builders are hired the project owner must validate the viability of a project. Here's how to bring increased value to this early step and set the project on the right footing from the beginning.
Design 302 Set-Based Design Iterative, linear design often leads to an early result that is unaffordable requiring rework and redesign. Set-Based Design keeps systems decisions open as long as possible to winnow the sets to the best choices which meet the end user needs within the owner budget.
Design 305 Target Value Delivery during Construction TVD - driving toward a lower target cost to increase profit and savings - continues through design and well into construction informing decisions the builder team makes.
Planning & Executing 402 Last Planner® for Trade Contractors Trade contractors are the Last Planners and their role in planning is central.
Problem Solving & Decision Making 503 Risk Methodologies for identifying and mitigating risk at all levels.
Problem Solving & Decision Making 504 Choosing by Advantages® CBA is a formalized process for making clear, organized decisions by groups. This topic covers development of decision Factors and Criteria and an example of how to use CBA in decision making.
Collaboration 601 Alignment Partnering The people side of the business: The 3 Levels of Thinking on Projects (Personal/Professional, Organizational and Project First) lead to realigning across Silos to Horizontal Teams (executive, manager, field) who tackle project issues and foster improved communication.
Collaboration 603 The Visual Workplace Dashboards, A3 Posting, Visual Metrics and Status Boards are hallmarks of a highly visual workplace that improves productivity.
Collaboration 605 Kaizen Events 3-5 Day focused events to solve organizational issues, bottlenecks and challenges.
Collaboration 606
Process Improvement Culture 705 Process Mapping the Current and Future States & developing the Transformation Plan Designing & implementing a boldly improved process - for those who do not yet know Value Stream Mapping.
Process Improvement Culture 706 Logistics: Just in Time Pull systems for materials. How to translate JIT from manufacturing to construction.
Continuous Improvement 801 Kaizen Culture-Front Office How to develop a learning culture within any organization - company, agency or project, and the benefits of a Kaizen (Learning) Culture.
Continuous Improvement 802 Study Action Teams How to foster continuous learning and continuous improvement by sponsoring 12-person study groups reading and discussing one or two book chapters a week and developing immediate actions from that learning.
Continuous Improvement 803 Mentoring How to develop formal mentoring programs to so that younger teammates learn from others' experience, and older teammates learn from innovation and networking.
Continuous Improvement 804 Onboarding How to maintain your Kaizen Culture with new designers, new trades, new workers, even new owner representatives.
Continuous Improvement 805 Metrics and Measuring Success The right metrics can make progress visible. How can we best measure success to elicit the desired behaviors?
Reinventing Construction 901 Construction as Manufacturing Manufacturing only has 26% labor waste compared to construction's 57%. What can we learn from another industry that can bring value and profit today?
Reinventing Construction 902 Technology and Construction Accelerator The ideas of a futurist grounded in today.
Reinventing Construction 903 Offsite Assembly/Modular/Fabrication Construction Some of the smartest teams are turning the traditional jigsaw puzzle of onsite assembly into a high-production system using offsite pre-fabrication, pre-assembly and new methods of flow.
Reinventing Construction 904 Robotics in Construction The future is now.