2018Case12BAMIreland

48 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 implementat ion of our internal processes to meet the international standards for construction PAS 1192, and defining this process was a key milestone on our 2020 Digital journey which received accreditation and then the awarding of a BSi Kitemark for our PAS1192 Level 2 BIM process. Figure 3. BAM Envisioned Project Lifecycle. Having implemented Lean culture and digital processes we have seen the cultural change across our projects, and we are currently deploying Lean methodologies like the Last Planner® System (LPS) directly to projects, prioritising centralised stakeholder satisfaction, and adopting JIT delivery for certain processes is being explored for future projects. Lean Fundamentals When BAM was looking to implement Lean Construction principles on site, we looked at what it would mean for us as a company and how best to implement it, and we started with simple definitions like what it is: • Lean is a philosophy. • Lean involves simple common sense principles. • Lean is doing more and more with less and less. • Lean improves time, cost, quality, and safety without a trade- off. • Lean builds a relationship of trust between client, suppliers and contractors. From this we developed simple strategies that we could implement: • Clear strategy, working for the one goal. • Introduce Lean environment for construction process and delivery (via BIM & LPS). • Introduce smart technology to site. Digital Deployment & BIM To implement our strategy, we introduced a Mobile Site Management System (MSMS) and Production/Pull Planning that allowed the following: • Review drawings/data sheets on site. • Interrogate BIM model on site. • Raise RFIs in real time. • On line Productivity tracker. • Complete various check lists. • Provide transparency to aid communication. • Greatly reduce paperwork and duplication of effort. All of the above happened within a single environment that all of the project stakeholders had access to – which greatly increased the level of communication. It also greatly reduced the silo effect of tribal and specialist knowledge, which in turn led to more efficient communication and resolutions of issues. By putting the latest information in front of the relevant party (for example, an up-to-date 3D model and drawings in the hands of the site engineer) decisions could be made to resolve issues in greatly reduced timeframes. This process was carried through on all aspects of the project, from design to site housekeeping and asset management for final handover. In addition, the use of the MSMS greatly reduced the duplication of work through automated reporting and the use of digital media. Travel times were greatly reduced – on site where all documentation was carried on iPads and accessible when required, and off site where site visits were on a need only basis not a scheduled basis – leading to savings for al l stakeholders. All aspects of the project were recorded and communicated, leading to exemplary on-time delivery to the Client. The Schools Bundle Programme included a requirement for all schools to be delivered to the highest level of BIM (7D facility management). This was the first time the Client Authority included such a challenging requirement in any of its PPP projects to date. As this project was nationwide and had multiple design and delivery teams, BAM’s Virtual Design & Construction (VDC) department was tasked with providing all stakeholders within the project – the Client, design teams, site staff and FM personnel – with structured training around each of their roles and responsibilities for the successful delivery of a Level 2 BIM project. The use of BIM during the bidding stage of the competition had many benefits, all resulting in a Lean delivery. Last Planner System and Pull Planning Having embraced Lean construction and its principles, BAM recognised the importance of adapting Lean tools, techniques, and cultural change to improve the productivity curve and eliminate wasteful activities in the construction industry. With the successful implementation of our MSMS, BAM is gradually introducing Lean tools and techniques on all its sites. We are aware this journey will take time, but are comfortable with that as Lean i tsel f i s a never-ending process of cont inual improvement. Since the launch of the LCi, I am personally noticing a significantly better understanding of Lean Construction within the industry – with LPS in particular now used by a number of contractors – and the respect and value that accompanies being Lean. In 2014, BAM adopted LPS in Ireland and the UK. The projects involved design, build, and facility management for 25 years, and these projects were seen as an opportunity to engage early with the full project team, including, Client, designers, sub-contractors, suppliers, and FM. BAM employed an experienced Lean consultant to coach/train the project team, Director PMs, foremen, trade supervisors, and key specialist sub- contractors (Last Planners) in Lean concepts. Last Planner System Techniques/Pull & Production Planning Implemented A Pull session was convened facilitated by the Lean Consultant. This set the initial milestones and the strategic objectives and expectations for the construction projects. Several sessions were conducted with the project team. The master plan was approved with the commitment of all parties. Within the master plan, the look-ahead plan was developed by the project manager in collaboration with the project team, this plan forecasts 6-weeks in advance and identifies the work that has to be cleared of any constraints. A weekly plan established the Figure 2. Traditional Project Lifecycle.