2018Case2Ardmac

15 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 • Produces predictable workflow and rapid learning. • Produces maximum value to the various stakeholders by eliminating waste caused by unpredictable workflow. • Enables an accurate project delivery period and greater utilisation of project resources. • Forms commitment among project participants (trades, design teams, crews, contractors) through a series of planned conversations. • Key to LPS effectiveness is the buy-in from all stakeholders, and which is both demonstrable and measurable. This is the collaborative-based approach to project planning and execution. Ardmac’s LPS includes: i. Master Schedule. ii. Pull Planning Process. iii. 6-Week Look Ahead & Constraints Log. iv. Weekly Work Planning (WWP). Figure 1. Ardmac’s LPS Continuous Improvement Model Opportunity for Comparison of CPM and LPS The project also presented an unusual opportunity to compare the performance and productivity levels of this project against a previous project undertaken at the same facility which was similar in nature and size and completed only 12 months earlier. Issues on the previous project were reviewed and analysed with a focus on identifying areas for potential improvement. Areas for targeting improvement included: • Safety. • Quality. • Schedule. • Labour Productivity. How Ardmac Implemented LPS on the Project Ardmac acknowledged the lack of in-house experience at that time to ensure effective engagement in the project’s Lean programme – no personnel had previous practical experience of Lean tools and principles on such a project. To maximise the benefits of this process and to help ensure a successful project outcome, a series of Lean training workshops were introduced and coordinated by (the late) Kevin Hallahan from DPS Group. Kevin introduced Ardmac to the world of LPS, adopting a comprehensive and pragmatic approach whilst being highly engaging with his passion and enthusiasm for the system. Kevin’s approach ensured full participation from project contractors in the system. Each contractor and thei r personnel soon learned how LPS worked via a combination of classroom-based training and practical experience. The critical factors for the successful implementation of LPS include: 1.Top management commitment to LPS: i. Implementation. ii. Training. iii. Reviews & Results. iv. Weekly Reports. 2.Do it for the gains not for lip service. 3.Roll-out LPS training (LPS tools). 4.100% col laborat ion and engagement between al l stakeholders. 5.Build close relationships with subcontractors and suppliers. 6.Real time reporting using PPC performance (a measure of schedule performance) and reasons for variance. 7.Root Cause Analysis. Figure 2. Daily Huddle Meeting & Daily Whiteboard Key Roles within LPS There are four key roles within LPS, with accompanying responsibilities, to ensure the process is successful at all levels: 1.Dedicated Last Planner: • Run Daily Huddles. • Collate WWPs. • Facilitate the Weekly Coordination Meeting. • Track Constraint Log. • Monitor and Report KPIs (PPC & variance drivers). • Champions Implementation Plan. 2.Scheduler: • Supports Pull Planning Sessions. • Generates Phase Plans. • Tracks project progress – Pull Plan Vs Actual Daily Progress. 3.Trade Foremen/Discipline Lead: • Attend daily huddle & Weekly Coordination Meeting. • Provide WWPs by noon on Wednesdays with defined 4.Client/Sponsor: • Commitment to support LPS. • Open door to removal of constraints. • Continuous Improvement (removal of reoccurring issues). Figure 3. Pull Planning Key Learnings from the LPS Approach Task, Owner, and Duration.