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Located close to the campus center to symbolize the central nature of science and business in Monmouth’s curriculum, the 138,000 square foot Center for Science and Business ushers in an era of innovation, collaboration and the integration of the science and business disciplines. Simply put, it's a better way to teach and learn. The innovative facility is designed to promote interaction among what have been traditionally independent departments. The belief is that students who are able to understand the principles of both business and science will be better prepared for the increasingly demanding challenges of a global economy. It is the first new academic building to be built at Monmouth College in four decades and is believed to be the first of its kind at a college this size.
Ask any building owner what matters most during the construction process and you’ll likely find “deadline and budget” near the top of the list. Monmouth College was no exception. During construction of their new four-story Integrated Learning Center, our extensive use of Lean Construction principles improved efficiency and delivered value.
The Last Planner® scheduling method greatly enhanced collaboration and accountability, while prefabrication improved quality and shaved weeks off the schedule. The foundational principles of Lean Construction have always been second nature to Pepper. By increasing collaboration between stakeholders, managers and laborers, and involving them in the front-end planning, we are better able to anticipate and adjust to the downstream impact of each team member weeks in advance.
With high tech lab space, an auditorium and lecture halls, the center was also built for efficiency. It incorporates smart, sustainable features that minimize energy loss. From structural components like a white roof to “waste heat” recovery coils in the exhaust system, every inch of the building is performing at a high level that will generate returns for years.
The foundational principles of Lean Construction have always been second nature to Pepper. By increasing collaboration between stakeholders, managers and laborers, and involving them in the front-end planning, we are better able to anticipate and adjust to the downstream impact of each team member weeks in advance. Whether we’re building a $33.3 million learning center at a college in western Illinois or an innovative and challenging Apple store in California, Lean principles are helping us do what matters most to us – maximize value for the customers we are privileged to serve.