2018Case17Mercury

63 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Figure 3. 5S Stores. made. This indicator is a powerful tool to have on site as improvement ideas can be identified, validated, and tracked on a weekly basis. It proved to be hugely beneficial for both Mercury and the Client. Figure 4. Right First Time Indicator. Mercury also committed to Lean training to develop our people wi th over 150 trades and 20 subcontractors completing Yellow Belt training and 6 of the project team undergoing Green Belt training to ensure all stakeholders understood Lean concepts and core tools. Lean training spans from our CEO to our crews at the coalface, with a focus of our site teams being on analysing and improving our current processes to drive continuous improvement under the direction of our Green Belt leaders and employing the DMAIC process. The crews doing the work have the best insight into how things can be improved across Labour Productivity, RFT and Quality, Design, BIM, and Fab-shop operations. We reward our tradesmen with prizes for great Lean ideas. Figure 5. Smart Test Packs. A key learning from the project was that without accurate and measurable data from the work area it is difficult to evaluate your efficiency and more importantly identify and validate improvement actions. The value of direct observation is that all stakeholders are provided with fresh detailed analysis that is not contested, and instead focus is placed on generating and implementing ideas that have clear metrics to evaluate their impact. Figure 6. Black Box Delivery System. Across the project program, Mercury implemented up to 100 actions through the DMAIC process, yielding the following improvement metrics: • Fabrication Issues dropped 85%. • BIM issues dropped 56%. • Clashes in the field dropped 44%. • It was estimated that 12-15% of spools were not installed RFT – after the DMAIC cycle was implemented that figure dropped to 4%. • S/E was reduced 41% over 16 weeks. • High Purity Installation improved by 85%. • Line Fails reduced from 17.2% to 0%. • Daily welding counts rose 29%. • Mercury-made portable cut-boxes had double the output in half the time (4 times faster). • Toolbox trolleys reduced trips to the stores by 95% (now only once a week). • Toolbox trolleys reduced time spent retrieving materials by 42%. • VA% achieved up to 35% of studied crews. Figure 7. Know Your Score. It was important that both the improvement ideas and champions were communicated and implemented across other sites in Mercury though our “This is Lean” series. LEAN INITIATIVE IMPROVEMENTS & IMPACT