INTRODUCTION
Projects built using traditional construction methods, particularly in healthcare, often encounter inefficiencies, long timelines, and quality control issues. In response, Creature began industrializing our construction process in 2020, aiming to deliver faster, higher-quality results for our customers and a better way to work for our employees. We created an integrated building platform consisting of Design, Construction, Mechanical, Electrical and Plumbing trades. In doing so we created one source that improves project flow. Our goal is to continually optimize this platform, with a goal of improving the lives of our people and our clients while providing a differentiated approach to industry challenges.
OPPORTUNITY
In October 2022, we partnered with HCA and Blox to construct Free-Standing Emergency Departments (FEDs) using modular construction. Our responsibility was to stitch — connect and complete — Blox's modules. The three subsequent HCA FED projects became critical learning experiences that helped us refine our building platform.
PROJECTS
Pace, Florida: July 2023 – January 2024
Our first HCA FED project in Pace, Florida faced challenges including a tight client deadline, collaboration with another General Contractor controlling the site, and completing a new design version of a complex FED. We relied on our integrated platform and instituted a TAKT-ed approach to synchronize our tradespeople's work on-site. Despite difficulties due to conditions outside our control, we completed the stitch in 5.5 months, meeting the necessary timeline.
Garland, Texas: October 2023 – March 2024
The Garland, Texas project required even faster delivery, with a 5-month deadline. We had to have more subcontractors on this project, as well, which added another layer of complexity to managing the project flow. Building on our experience at Pace, we leveraged our in-house HVAC team to maximize coordination with subcontractors. On-site decisions, such as delaying the initial MEP stitch, were made to optimize flow. Despite jurisdictional issues and working alongside a new general contractor, we reduced the timeline by an additional half-month, completing the project in 5 months.
Bayshore, Florida: January 2024 – July 2024
The third project in Bayshore, Florida presented a unique opportunity as we controlled the entire project from site preparation to final stitch. This allowed us to align the site preparation and interior stitch processes at the highest level to meet the 5-month deadline. Despite extensive necessary site work and external factors which could have inhibited the speed of the project, the comprehensive application of our integrated platform allowed us to optimize each project phase. We finished the stitch ahead of schedule, in just under 4 months.
RESULTS
Across these projects, we saw significant improvements:
The stitch at Garland was completed 5% faster than at Pace
The stitch at Bayshore was completed 18% faster than at Garland
This yielded an overall speed increase of 23% from Pace to Bayshore
Breaking down the production system:
23% reduction in time to complete the interior of the modules
61% reduction in time to complete the roof
45% reduction in time to complete the electrical systems
Typically, with increased speed comes increased cost; instead, we decreased the overall stitch cost by 6% while increasing speed across the projects. All three FEDs were completed in a 12-month span, each stitch faster than the last.
LESSONS LEARNED
From our first project at Pace to the third at Bayshore, we took away several key learnings that will greatly inform how we work moving forward:
Repetitive Learning: Performing the same project type yields muscle memory and learning that increases execution speed. Our in-house trades team and strategic partners (Sutton Electric, Flat Roof Group, and Innovative Site Solutions) allowed us to leverage this learning uniquely across all projects.
Optimizing for the Whole: Individual trades teams typically optimize for themselves, evident in traditional subcontractor-general contractor relationships. Our control of both site and stitch at Bayshore allowed us to optimize flow across the entire project, maximizing optimization.
Control of Work in Process (WIP): We define WIP as something that has entered the system, begun to be worked on, but still needs completion. Reducing WIP is one of Creature’s core values, as it is essential to decreasing cost and waste throughout the building process. We successfully reduced WIP from Pace to Bayshore, but we also recognize further improvements are possible.
Production System: We attempted to implement a production-based control system (TAKT) on these projects, and while it yielded some results, we realized we needed an even deeper understanding of it to fully capitalize on its potential. We were only seeing parts of the picture, leading to sometimes inefficient or misinformed priority decisions affecting flow. This was a key discovery that we are leveraging to further improve our production system.
WHAT’S NEXT
Based on these lessons, we've recognized the need to more fully understand our production system and its interactions both within and outside Creature. We've begun mapping the entire production system, which will highlight known and unforeseen complexities. It will also allow us to increase efficiencies across upcoming FED projects and potentially for other project types and clients.
We're using the Project Production Management (PPM) approach highlighted by the Project Production Institute (PPI) and applying operation science methods to control critical WIP and capacity utilization. As we grow in our understanding and development of this production process, we aim to continue driving efficiency, speed, and value in order to continuously improve the experience of our employees, our clients, and the construction industry as a whole.
Ready to start taking advantage of our expertise and production system? Fill out our form using the button below to tell us a little more about your project and how we can provide you a new, better way to build.