2018Case1JonesEngineeringGroup

10 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Case 1 – Jones Engineering Group Jones Engineering Group (JEG) is in operation for nearly 130 years. Its core services include Mechanical, HVAC, Process Piping, Electr ical , Instrumentation & Controls, and Fire Protect ion across al l sectors . Addi t ional services include Maintenance, Bio-Energy, Technical Support Services, Geo-Surveying, Specialist Lift Division, Fabrication Faci l i t ies , and Comp-Ex training (competency in the select ion, instal lat ion, inspect ion and maintenance of Ex apparatus in potentially explosive atmospheres). Working in 14 countries across Europe and the Middle East, JEG employ over 2,400 people and have an annual turnover of more than € 400M. JEG is strategical ly commi tted to the implementation of Lean Construction thinking and pract ices across the company and its supply chain. C O M P A N Y W E B S I T E OVERVIEW OF THE LEAN INITIATIVE This project was undertaken at a Semi- Conductor Fab in County Kildare, Ireland. The scale of the project included 420km of pipe; 246km of cable; 119km of Unistrut suppor t material (between both Mechanical and Electrical scopes); and the budget was € 150M between both Mechanical and Electrical scopes. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.joneseng.com AUTHORS Simon Watson Kevin White Peter Cooney Ray Curley Early in Phase A of the project, the Earned Value (EV) results were pointing to issues in productivity and potential schedule slip (see Figure 1). Whilst management recognised this issue, they had to focus on what could be done to quickly and effectively improve the situation. Figure 1. High Level Programme (Phased) A JEG survey was carried out with the supervision and line management to address the issues they faced on the project and in particular to focus on factors impinging productivity. Several Lean tools and techniques were used to address the issues raised in this survey, including: Standardised Work, 5S, Right First Time (RFT), Visual Management, Just In Time (JIT), 7 Wastes, Audits, Kanban, Value Stream Mapping (VSM), and the Last Planner® System (LPS). Workplace Organisation Implementation (5S or CAN-DO) 5S principles involve improvement to processes, generally through good house-keeping and sensible workplace organisation, and these principles include: 1.Cleanliness: • Housekeeping. • Remove unnecessary materials. • Only a day’s worth of inventory is required. • Keep tidy records and document learnings and system changes. 2.Arranging: • Store items correctly in assigned places. • Arrange material close to hand and eliminate double- handling. • Tools in set arrangements and marked out. • Visual Management. 3.Neatness: • Put all items in their place. • Visually check all item presentation. • Hourly housekeeping. • Visual display all plans and schedules. • Designate owners for section neatness. 4.Discipline: BACKGROUND TO THE LEAN INITIATIVE When the first section of this tool install project was nearing completion it was behind schedule, over budget, morale was low, and overal l productivity at the site was way below where it needed to be for the project to break even. The worksite environment had to improve anyway, but par t icular ly because the next phase of the project scope was twice as big and had a very aggressive schedule. Moreover, the factory conversion was to take place within a facility that was designed for technology that was then 22 years old. Change was required on several fronts, and cer tainly new thinking was required. COMPANY OVERVIEW