2018Case18Exyte

64 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Case 18 – Exyte Exyte (formerly M+W Group) is a global award-winning turnkey project delivery company specialising in the engineering, design, and construction of complex faci l i t ies . Exyte i s a recognised project partner for clients with challenging project requirements and Exyte operate in the following business segments: • Advanced Technologies. • Life Sciences & Chemicals. • Food & Nutrition. • High Tech Infrastructure. • Cleanroom Technologies & Controlled Environments. Operating since 1912, Exyte employ over 6,000 people who together deliver a global turnover of over € 3Billion per annum. Exyte provide clients with full turnkey project del ivery of new faci l i t ies and the convers ion and extension of existing facilities. Exyte has a strong, mobile, global talent pool to cal l upon, which i s fur ther suppor ted by robust internal IT plat forms that s impl i fy project management and information sharing. With its scale, it offers inter-regional technology management , subject matter exper t i se, and consul t ing services. Quarter 4 of 2018 is a very exciting period for Exyte as the former M+W’s ATF, LSC, RBS, and DTF business sectors became part of Exyte, a decision arising from a strategic review period and revised focus by the Board of Executives and Owners at M+W Group. C O M P A N Y W E B S I T E OVERVIEW OF THE LEAN INITIATIVE This project involves a Data Centre Procurement Construct ion & Management (PCM) contract in Denmark, with a budget of more than € 200M. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.exyte.net AUTHOR Arfan Mirza Last Planner® System & vPlanner® Progress Capture & Weekly Variance Reporting Traditionally Exyte has been focused on the Critical Path Method (CPM) of project delivery. Whilst this methodology has been the accepted approach to manage schedules of work that are heavily integrated, it has always been a challenge to identify all constraints, issues, and concerns related to delivery of the scope. On the other hand, LPS consists of a series phased workshops allowing stakeholders (client and subcontractors) to break down the project and proactively discuss challenges faced with projects that are becoming increas ingly t ime constrained, whi l st upholding the commitment to safety and quality. Following on from a series of test scenarios and the phasing-in of LPS on projects, Exyte demonstrated much more rigorous control . The results from a combined approach of allowing a dedicated LPS function to sit alongside the project controls team and feed into the CPM management of the overall programme of works, ensures the entire team is constantly up to date with individual and team deliverables. In the past, Exyte only used “Primavera” or “MSP (Microsoft Project)” to manage the schedule logic and critical float paths; however, the LPS bolt-on has enabled the delivery teams to agree and own project deliverables from the outset. By capturing the progress and discussing the constraints on a daily basis, Exyte has been able to react much quicker to the mitigation effort required to hit the BACKGROUND TO THE LEAN INITIATIVE Adoption of the Last Planner® System (LPS) LPS is designed to produce predictable and stable workflow working towards planned objectives. LPS is a system based on Lean principles to achieve 360-degree contribution and commitment by work experts from all disciplines and involve management as well as field operatives. These members of the team are referred to as the “Last Planners”. Consistent “Pull” sessions allow one to determine alternative paths that accomplish the short-term and medium-term project goals. LPS asks for commitments and promises from all relevant stakeholders working together to meet the overall targets scheduled collaboratively. Working backwards from a project critical milestone, team members break down all the steps, understand and agree the exact requirements and potential constraints needed to maintain focus on the “Project Critical Path”. Figure 1. Cohesion on the Project Critical Path. COMPANY OVERVIEW Tom Griffin