2018Case12BAMIreland

49 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 The implementation of Lean Construction and digital technologies has impacted all aspects and at all levels of personnel, from subcontractors to project management. From bid stage, BAM implemented a compliant CDE (Common Data Environment) on the project (single source of information for any given project, used to collect, manage and disseminate all relevant approved project documents for multidisciplinary team in a managed process) Ref. section 3.13 PAS 1192-2:2013. BAM’s CDE fully leveraged all standards compliant meta-data such as correct nomenclature which allowed for the automated registration of all project documents, be they reports, drawings, or models. The structured information, a compliant CDE, and use of the above standards led to a consistent level of information delivery including documentation, non-graphical data, and of course graphical model information across the project, which in turn reduced time spent in locating information on the project. This is a practical example of how the application of a Lean based Level 2 process improved workflows and was not a model centric process. BAM estimate that over the course of the SB4 project from bidding through to handover, the following improvements can be attr ibuted to the compl iant Common Data Environment (CDE): • Time searching for information: Reduction of 92%*. • Number of support calls for information management: Reduction of 85%*. • Construction errors attributed to outdated information: Reduction of 72%*. • Information release control: Reduction of 35%*. • Stakeholder engagement: Engagement with CDE at 95% across all four schools (previously at approx. 50% with many stakeholders us ing e-mai l or Dropbox for information transfer)*. *Survey conducted (Jan 2016 across BAM operatives and extended supply chain) and compared to actual performance metrics from BAM’s delivery of SB3. We have also seen improvements in wasteful activities, including: • Reduced number of defects. • Reduction in waste off site. • Reduction in material transportation. • Reduction in material damaged. A simple example of improvement relates to our scaffolding contractors, who, once trained-up on the system: • Prefer to use a digital system and see the benefits. • Have even invested in their own iPads because they recognise the benefit of operating in a Lean working environment. • Increased their value to BAM as their commitment to this improvement puts them on our preferred bidder list. • Quality & Safety: iPad in hand, scaffolders on our projects now inspect and sign off on installations via digital checklists. • Can alert the greater site team to raise any issues that may impede or hinder their progress. • Report their progress to the wider project team. • Time: work is signed off and issues are addressed in a common col laborat ive space saving t ime and miscommunication. • Daily Pull sessions ensure that the work for that day is resourced and commi tted for complet ion wi th any impediments or roadblocks visible. Overall, the implementation of Lean concepts and practices has been a very positive experience. From a technical and financial perspective, the projects were finished on time and within budget; however, the greatest improvement is the collaborative environment that comes from adopting Lean techniques on such projects. For me personally, completing work in the correct sequence and a commitment to complete “own work” to allow follow-on trades do what they are supposed to, is an indicator that a cultural change is not only possible but is well underway. Striking amongst these “softer” aspects is the improved morale and teamwork. There was a reluctance to engage at first, the team continuously improved with practice and a majority of the trades could see the benefits for all in adopting LPS. The daily huddles are a team effort, and they created an organised workplace and consistently reliable work flows. Trade contractors are more productive and with the increased ownership in the construction program they are happier to engage, thus contributing to the overall success of the project. Where a safety culture is a priority from the top down, it can be seen the moment you walk onto a site – the site is clean, housekeeping is good, and everyone works towards everyone else getting home safe at the end of each day. We have seen with the safety culture over the past two decades that without leadership from the top there is no culture – when safety is not a priority, incidents on site go up and risk is not contained. There is an expectation at each level that everyone will be monitored for best practice and that the outcome is a positive one for all. The Lean Culture for the reduction of waste is no different – without leadership from the top, there is no expectation of positive results, and with no expectation there will be no return on the investment in the implementation of Lean. That Lean leadership may happen on individual projects, but without Lean leadership across an organisation, any of the benefits will live and die within each particular project. However, I am delighted to witness the evolution of the Irish construction industry which is making great strides in embedding Lean thinking and practices not only on large complex projects, but crucially within the organisations themselves. Greater collaboration between all stakeholders is key to success in the coming years. No one can do Lean on their own – everyone has to be involved! LEAN INITIATIVE IMPROVEMENTS & IMPACT detailed work that will be done during the following week, only work that can be done is considered through promises of the entire team. The Pull controls implemented include: • Weekly – Pull Planning, agree weekly work plans/Logistics just in time deliveries • Fortnightly – Make ready planning, constraint removal so work can be done. • Daily huddles – Team report outs/Safety / Road block Removal • Weekly – Measure progress • Weekly – Safety/training review • Fortnightly – Principles Safety Leadership team meeting