LIFETIME ACHIEVEMENT – WINNER
John (Jack) Hallman
General Motors Corporation
Jack Hallman recently retired from a 40-year career at general Motors
Corporation, where in his final role he served as director of Global Capital
Projects. Hallman began and worked for many years in GM’s manufacturing
area, spending the last decade in construction management of GM
in the field began, there were few surprises and fewer changes required. The
mantra at GM became “Trust the model, build to the model,” and the results
As competition in the auto market stiffened, GM adopted “lean
manufacturing” to build vehicles quicker, better, and with less waste. When
he first moved into this area of responsibility, he was told that construction
couldn’t be lean because every building was a one-off and the contractors
were innumerable and ever-changing – it wasn’t like building the same
product over and over. But Hallman chose to view these facts as challenges,
not obstacles. He was sure that lean construction was possible, and that the
elimination of waste could apply to any business, no matter how complex.
Because of his innovative and forward thinking, Hallman became a leader in
driving GM to lean techniques in construction.
Hallman was also a leader in moving toward the implementation of Building
Information Modeling (BIM) design-build projects at GM. Lean construction,
3D models, and BIM were used on major projects that include the 1.2-million-
square-foot Lansing Delta Township Assembly Complex, 740,000-square-foot
Flint Global V6 engine plant expansion, 300,000-square-foot Pontiac plant
expansion, and 300,000-square-foot Fort Wayne plant expansion.
The new construction paradigm yielded outstanding return on innovation.
For example, at the Flint Global V6 engine plant, design and construction
were completed almost five weeks early and with zero change orders due to
increased coordination. The project provided real project metrics that 3D BIM
can deliver projects faster, better, safer, and at lower cost than conventional
2D paper-based approaches.
An enabler of lean construction, Hallman found, was 3D design. In a sense,
no building was a one-off, since it could be virtually built and rebuilt as
often as necessary. And with a virtual model of a facility, issues such as
constructability and buildability could be addressed so that when construction