2018Case4Sisk

22 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Case 4 – SISK John Sisk & Son Ltd. (“SISK”) is an innovative international engineering and construction company employing more than 1,300 people across its operations in Ireland, the UK, and Europe. SISK has the track record, scale, and capacity to successful ly under take large, complex, mul t i - di scipl inary programmes , and i s recognised by our global customers as a world leader in safe delivery. Operating s ince 1859, SISK i s a progress ive business with long-term vision and it is Ireland’s No.1 ranked provider of construction services. SISK’s strategy is to create value for customers , par tners , and people through technical knowledge, ability, and experience: • We collaborate with our customers and supply chain to provide technical and delivery solutions in an open and can-do way to meet al igned objectives. • We offer a full range of solutions where safety, innovation, quality, efficiency, and value are integral to everything we do. • We deliver projects and programmes in key sectors such as Data and Technology, Pharmaceutical and Life Sciences , Infrastructure, Trans- portation, Healthcare, Commercial, Res ident ial , Retai l , Industr ial , Lei sure, Educat ion, Water, and Energy. C O M P A N Y W E B S I T E OVERVIEW OF THE LEAN INITIATIVE This project was a Life Sciences Project in Ireland. The project was a new-build extension on an existing life-sciences campus. It involved a steel frame four- storey building with concrete floors and flat roof. External pipe-racks, tank- farms, and a small amount of general external works were also in the project scope. Limi ted storage space and restr icted access inf luenced construction speed and sequencing. The installation of 32 pieces of large equipment , some 6,000 metres of piping, along with associated electrical and controls, were key coordination and critical path challenges. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.johnsiskandson.com AUTHOR Joe O’Sullivan SISK took a strategic decision to implement Lean on this project. We applied Lean principles and we used select Lean tools where appropriate. Additionally, we committed with the Client and design team to collaboratively deliver the project. Owing to the overlap of design with construction, the agreed project approach was that the design team would take the 3D model to LOD ( level of development) 200, wi th the construction team completing the balance of design and with mechanical, electrical, and sprinkler contractors progressively inputting into a federated model controlled by SISK. It was clear that the overlap of design and construction schedules, along with overlapping responsibilities in terms of design coordination, would require a specific collaborative workshop-type approach to the design process. Similarly, the confined working environment would require a unified and streamlined approach to logistics and cooperation between contractors. A planned Lean programme was an obvious enhancement to business as usual. The following initiatives subsequently formed the basis of the Lean programme for the project. Some were strategical ly planned from the outset, and others were established or developed opportunistically. Constructability Enhancement in Cooperation with the Design Team With the benefit of early involvement with the design team and Client, SISK set about undertaking schedule, constructability, and sequencing “what-if ” exercises. The purpose was to ensure that every opportunity to add value was exercised while still avoiding design rework. Arising from these early exercises, the lift-shaft design was revised from in-situ concrete to braced structural steel, and this directly saved three weeks on the critical path and project completion date. Several utility pipes mounted on the side of the building were relocated internally to the building, with direct cost savings exceeding € 20k. The 3-D model l ing of the bui lding was a significant contributor to the team’s abi l i ty to visual ise potent ial installation sequence mismatches early in the process. For BACKGROUND TO THE LEAN INITIATIVE The project involved a fast-track schedule on an extremely tight footprint and on a live-operating life-sciences campus. The construction schedule ran from December 2016 to December 2017; design commenced in June 2016 and completed in July 2017; and commissioning overlapped from October 2017 to June 2018. Key partners included: • Client local construction/engineering team. • Client corporate team. • Client existing operations. • Client-appointed design team. • SISK as Construction Manager. • 8 substantial critical construction packages. • 26 smaller construction packages. The following parameters were critical to the project: • Zero interruption or impact on the Client’s core business. • Exemplary safety record. • Highest quality standards with zero or minimum rework. • On or ahead of schedule. • On or under budget. • Visibly demonstrating respect for all involved in the project. • Delivering job satisfaction. • Ensuring a common understanding of project status through accurate, visually clear, and fully shared reporting. COMPANY OVERVIEW