Waste management used to be a concept you would only think of when you chose to recycle as opposed to throwing sustainable waste in the trash can. These days, contractors across industries are embracing the Lean methodology to identify wasted resources, and then reformat for maximum productivity and increased value.

“Optimizing the whole’ means to recognize that optimization efforts are made with consideration of the entire team and not focused on the individual.

To help recognize the various facets of Lean principles, Southland Industries Business Development Manager Henry Nutt III provides a brief run-down on the ideas behind the very human, Lean, mean building machines that are laying down the foundation for leaner building infrastructure. At Southland, Nutt explains, our first move is to ask our people how we as a company can help them.

  1. Optimizing the whole means to recognize that optimization efforts are made with consideration of the entire team and not focused on the individual.
  2. The removal of waste which starts by looking at what you do, what you do not need, and learning what brings the most value.
  3. Focus on the flow or process of how to get from point A to point B, point B to point C, and so on. Identifying flow is a proven method of maintaining workflow and productivity at maximum capacity, which means cutting things out that are not imperative for the success of the project.
  4. The ability to generate value, specifically how to bring it to the customer. This requires understanding how you identify and tailor their needs to accurately match the expectations of internal and external customers alike.
  5. Continuous improvement, which means always looking for opportunities to make gains and grow. During a project and when wrapping up a project, a good habit to get into is to identify what is currently working, what went well and what areas could be improved. This mindset of ‘post-game coverage’ will fit extremely well into the playbook for future projects that lay before you and your company.
  6. Respect for people. From the executive level to the floor level–respect your team–as they are team members that should be valued for their ideas, and when collaborating, input from the entire team is paramount for true success and effective delivery of a project.

“At Southland, our first move is to ask our people how we as a company can help them.

“This applies everywhere but specifically, as a plumbing contractor, I have to ask the people who perform the particular tasks that are related to a plumbing contract and learn how to improve from the people who are doing the work,” Nutt said.

Moving from the potential energy of lean ideas to the kinetic implementation of lean methodology can transform a business by increasing value for the customer, company and employees within.

Read more about Nutt’s Lean philosophy here

 

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  • Henry Nutt

    Business Development Manager

    As a business development manager, Henry Nutt III is responsible for building relationships with key clients and owners across many market verticals. He has over 30+ years as a union sheet metal worker, and is recognized as a Lean Leader throughout the industry. Nutt currently sits on the Lean Construction Institute’s (LCI) Board of Directors, where he leads a task force designed to improve Trade Partner adoption of Lean Principles. He also sits on the Association of General Contractors of America (AGC), the Lean Steering Committee, and the Diversity and Inclusion Steering Committee. Nutt has an extensive background of managing over 200 people on various projects throughout the San Francisco Bay Area, building relationships with key clients and owners, and becoming one of the primary Lean Leaders in the company.

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