2018Case10Clancy

43 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 progress of the project. By bringing sub-contractors, who are experts in their trades, together around the table before work commences we have dramatically reduced the response time of RFIs. A significant measure taken to reduce waiting times was for us as the contractor to input into the design processes to ensure continuous flow of information from architect, main contractor, and sub-contractor. This reduced the number of RFIs arising on a job. On standard Public Works Contracts, this can transfer the risk to the main contractor. However, as this project was Design & Build, we as the main contractor already assumed such a risk. The concept involves the inclusion of the sub-contractor as an expert in the design stage. They would have vast experience and knowledge with the design item in question, and be able to give valid and vital recommendations to the architect. Examples of Waiting wastes include: • Waiting for information on incomplete drawings. • Waiting for clarification (RFI). • Waiting for key personnel to show up for meetings. • Waiting for materials to be delivered to site. • Waiting for the other work to be completed before the next sub-contractor can begin. By highlighting these possible delays, we have control over the job programme and thus reduce the risk of the project being completed late. LEAN INITIATIVE IMPROVEMENTS & IMPACT Based on site manager feedback, the need to reduce delays and waiting times and to eliminate defects from each project seems to be the main i ssue when projects run over- programme. Our Lean Department has ensured that the Lean methodology is adhered to throughout the organisation of the project by reducing waiting times and defects, thus improving quality of the project for the company. The Lean Depar tment funct ions in compl iance wi th the Lean methodology regarding waste reduction/removal , per TIMWOODS; it complies with company standards (ISO 9001, ISO 14000, BCAR); it complies with calibration standards; and it complies with HR regulations. The development of a continuous improvement plan outlining, for example, the requirements, deliverables, scope, time schedule, and costs, allowed the stakeholders to assess, review, and minimise changes late in the schedule. Systems needed to be put in place to monitor performance, control changes, and schedule projects in l ine with the Lean methodology – all part of the Lean process regarding the pursuit of perfection. Senior quality management carried out frequent audits and assessments on processes to ensure compliance to company policy. At the end of each stage when a milestone was achieved, acceptance was sought from the Lean Facilitator for the objectives before progressing to the next project. Figure 3. Health & Safety Focus. From early analysis, we found major improvements on this project in terms of Health & Safety, reduction in day works, early identification of snags, and in the reduction of snags: • Achieved 92% on internal Health & Safety audit, which is up on the 2016 average of 89% across the company. This was achieved with the use of the BIM 360 software as a tool for identifying health hazards on site and ensuring the safety of all involved. • The identification of snags occurred earlier and they were being resolved as they occurred. Again BIM 360 assists in this process. • Due to the collaboration between the site team, sub- contractors, and the design team, the flow of information from top to bottom is continuous. As a result, the average waiting time for an RFI response on this project was 7 days, whereas the company average response to RFIs was 10 days. • AT the time of writing, the project was running on programme and was projected to be completed well before the handover date. • There have been extensive Value Engineering exercises undertaken with the site team, sub-contractors, and design teams; and as a result there have been significant savings in cost and time due to this collaboration.