Insights, Ideas and Project Highlights
Confidential Pharmaceutical Client in Phoenix, AZ
Problem
Our client needed to cut one year off a typical project timeline to save a hurricane season and protect the supply chain from lost production on a critical cancer drug. It also needed to quickly build a capable team in a community with little pharma experience, cut through bureaucracy and red tape, and fast-track design and construction. The initial concept design was not feasible and had to be redone on the fly.
Approach
- Full implementation of the Midion Method, Leadership Coaching, and Process Mapping using the Action Workflow Loop
- A hybrid collocation strategy was used
Results
- Fastest design phase in corporate history
- Defined a project delivery process for the local campus
- Started construction early using a progressive build approach
Metrics
- 20% reduction in the design phase
- 40% increase in planning reliability
- 98% of team decisions were accepted using the Midion Decision making method

Confidential Global Semiconductor Manufacturer (Locations in Arizona, Oregon, Ireland, and Israel)
Problem
- Historic and lethal cost overruns on recent Fab construction projects
- Missing commitments to markets because of delays in construction
- Lethal command and control style of project leadership
Approach
- Implemented the Midion Method
- Leadership and small team coaching
- Adopted an Integrated Project Delivery (IPD/IFOA) contract
- Trained over 1000 people in lean construction and Essential Conversations
Results
- 35% reduction in labor
- 20% faster schedule
- Achieved commitments to the market

Yara Rio Grande, Brazil
Problem
This project needed to be completed on time — it was severely behind schedule, with no trust within project team, and critical to the agricultural industry in Brazil.
Approach
- Full implementation of the Midion Method
- Individual and small group coaching
- Process mapping using the Action Workflow Loop Approach
Results
- The project was operational during the needed timeframe
- Improved management and trade contractor relationships
- Trust was restored within the project team
Metrics
- 40% reduction in project schedule
- 35% reduction in waiting for information
- 75% increase in planning performance

Cleveland Clinic
Problem
Cleveland Clinic had just completed a series of failed projects when they reached out for help. With three critical new projects on the horizon, they knew they'd need a new approach to avoid the delays, cost overruns, and frustrations that were typical in the past.
Approach
- Midion supported the team at two levels.
- First, we helped create a new delivery model based on Integrated Project Delivery principles. Cleveland Clinic calls it their Owner Controlled Team Project Delivery. For each of the three projects, we established a Senior Management Team, Core Team and Project Execution Teams.
- In the field, we implemented a robust Last Planner System on each project, including pull planning, weekly Work Planning, Make-Ready Planning, Daily Huddles, and tracking of PPC and variances.
Results
- The three projects, a new cancer treatment center, new hospital bed tower, and a new education campus represented the most intense construction effort ever undertaken by the Cleveland Clinic.
- All three projects were wildliy successful, completing on time and at or below budget.
- In addition, they adopted a new approach to capital projects that transformed their organization and ability to tackle large projects with confidence.
Metrics
- Over $1bn of complex healthcare projects completed simultaneously in three locations

PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
