Lean construction is utilized on 100% of Messer's projects.

Messer helped pioneer a methodology for applying Lean concepts in the construction industry almost 20 years ago as a founding member of Lean Construction Institute (LCI). 

In the true spirit of process improvement, Messer continues to learn from other industries like Industrial, Aviation, Science and Technology, and Health Care for Lean principles we can apply to our construction projects. Our builders see the true benefits of Lean processes through years of experience and have the results to show the value Messer is creating for our clients.

By understanding the overall design, build and operational processes, we drive performance of the entire project by attacking and removing waste throughout its lifecycle. Not only do we use these principles on our projects, we apply them throughout our business operations.

Lean processes include Value Stream Mapping, Spaghetti Diagrams, 7 Flows of Healthcare, First Run Studies, Rapid Improvement Events, 3P, Lean Daily Management, A3 Reporting, A3 Problem Solving, 5 Why Problem Solving, Simulations and Mockups, Noise to Constant Matrix, Gemba Walks, Vertical Value Stream Mapping, Pull Scheduling, Takt Planning, Single Piece Flow, Huddles, Target Value Design, and Prefabrication.

Flow Scheduling

Flow Scheduling consists of grouping the project into similarly sized or dense areas (instead of an entire floor), determining the best sequence, and then setting a rhythm or takt time for completing the work.

The result is a faster, more efficient completion of the project, better quality, earlier mock-ups, and a safer work environment for everyone.​​

This video shows you more about how Messer uses Takt Planning.

 

 

"Messer was there at the establishment of LCI and quickly became a leader in terms of practice and its improvement. The company was one of the first to apply lean principles and practices company wide." Gregory A. Howell, P.E. and LCI past president

Collaborating with our subs, designer and the owner to Pull Plan allows for Just-in-Time Delivery (JIT), proper tasks sequencing, and input from the Last Planners who know the work best.

The project leadership team meets with subs each day to review tasks and plan for the work ahead. Implementing this Lean Daily Management (LDM) principle helps keep the project on schedule, and allows us to easily foresee and resolve potential issues.