2018Case19GRAHAM

68 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Figure 1. GRAHAM Collaborative Planning Process. Table 1. GRAHAM Lean Workshop QUAD of Aims. The team batched the schemes by location titled “A” to “O” and then designed a magnet for each scheme. This included a section for cost and time, boxes for dates of next milestones, and general information about the scheme pin and budgets. The team decided to use red, amber, and green as status magnets: • Amber = On Track • Red = Behind Schedule • Green = Ahead of Schedule. (It is hoped that Green will indicate some efficiencies and make them easier to track.) Next, the team decided on how the meetings would be structured, on which days they’d be held, and who would attend. If anything appeared in red, then the team would identify the blockers and find the root cause to improve the process. Figure 2. GRAHAM Scheme Process. Project 2: Building Business – Lean Integrated Project Delivery and Last Planner® System GRAHAM Bui ldings is presently constructing a new warehouse, laboratory, and atrium connected to an existing office building on an existing enclosed manufacturing site and the un-used office building is being partly demolished and completely refurbished. The Client had significant success with Lean IPD in the US, and was keen to share that best practice in its European operations. The Client chose to use Lean IPD despite this project already having been underway for over 12 months and most of the design activity being already completed. One of the core reasons for selecting this project was because the USD$50M project needs to be completed in 2021 to meet a critical Client handover date. Integrated Project Delivery (IPD) IPD is the project delivery process for when an Integrated Form Of Agreement (IFOA) contract is applied, and it involves the client, designer, and contractor operating as a fully integrated team under one legal entity. The process starts at project conception, through to concept verification, design, development and construction. In simple terms, Lean IPD is the combination of Lean, IPD, and BIM. The IPD procurement method complements Lean deployment in several ways. The core element of IPD is the concept of flow – maintaining constant, consistent, and connected work. In a perfect flow operation there should be zero waiting time. With IPD, the aim is to bring the team together early, start with the business case, decide the affordable cost, then bring the team in to work out how to achieve that cost. The next phase of work is focused on collaborative design, which is the beginning of encouraging the team to work efficiently and effectively together. Everyone has the right to challenge. Everyone is expected to deliver on their commitments. If set up correctly, change notices should almost go away and requests for information reduce because the team is already working together. Adopting and integrating new technology, such as BIM and Virtual Reality, into the IPD approach can further improve schedule and budget performance provided a right-f irst-time mindset exists and is fol lowed by al l concerned. Some benefits of IPD include: • Early Collaboration – Partner selection starts early with partners included on the team right after feasibility. This early collaboration during the design phase enables huge opportunities to reduce Lean waste, thus reducing scope, cost and schedule. This allows enables full transparency of information, including commercial content. • Aligned Goals – IPD uses incentive-based contracts. Traditional contracting strategies encourage spending. With IPD, the more the aligned team save, the more profit they make. This alignment makes all the difference, and it motivates the behaviours needed to increase collaboration and innovation. The alignment of project control is a further benefit, moving people away from blaming others for issues and moving towards true team thinking. • Shared Risk – An agreed target cost using an activity schedule wherein upon completion of the project the difference between the actual price and the agreed target price will be shared between the parties through a gain- share/pain-share contract. The Client defines IPD as incorporating the following seven essential tools which were all implemented on this project: 1.Partner selection 2.Collaborative Design Sessions (CDS) 3.The Big Room 4.Conditions of Satisfaction (CoS) 5.Target Value Design (TVD) 6.Last Planner® System (LPS) 7.Integrated Form of Agreement (IFOA) Challenges and Initial Action The UK activity started in February 2018 and the project team involved people from the USA Client, the UK Client, GRAHAM, senior executives from the main sub-contractor companies, and representatives from other organisations providing specific expertise. The biggest challenges faced by the project team was the necessary mindset and behaviour changes needed to introduce a completely new contractual arrangement in addi t ion to the new Lean project