About this Presentation
St. Alexius Medical Center is over 100 years old but you wouldn’t be able to tell from touring their facilities. They spend millions in an annual capital program to keep the buildings in great condition. In addition, as the health services offered changes to mirror the changing and expanding needs of the served population, it has been necessary to reconfigure and even add to the buildings accordingly. The annual construction budget had been growing over the last several years but contractors operate in one of the tightest labor markets in the country. Projects had been taking longer and longer to complete, due dates were notoriously unreliable and more and more of the hospital beds were out of commission at any given time. The pressure to start more projects before others were complete was intense. This in turn made it very difficult to maintain any discipline over the annual capital budgeting process as committed funds would be re-directed in mid project to accommodate emergent needs. The case study explores how CCPM was applied in an environment where almost none of the resources were owned, yet were managed as an aggregated resource pool across several general and sub-contractor teams.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
Hilbert Robinson
Hilbert Robinson recently Joined Fluke but prior to that he was a consultant with Goldratt Consulting North America. He is also Director, TOCfE Jamaica. Before GCNA, he was Director of the Operations Project Management Office for Delta Air Lines. Prior to this position, he was Program Manager for Critical Chain Project Management at NOVACES. He is a Certified Theory of Constraints Practitioner and has 20+ years’ experience in Performance Improvement, Project Management, Lean Manufacturing, Industrial Engineering, and Theory of Constraints, in the US and internationally. Mr. Robinson started his career as a Marine Engineer, then went on to spend five years designing solid waste recycling facilities. Mr. Robinson later joined The Boeing Company where he became an Internal Expert in the Theory of Constraints, providing coaching and implementation support to several groups within the company. Since leaving Boeing, Mr. Robinson had consulting stints with Vector Strategies, Afinitus, NOVACES, before Goldratt Consulting North America.