2018Case5BanagherPrecastConcrete

28 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 LEAN INITIATIVE IMPROVEMENTS & IMPACT The benefits of using Lean and BIM have been to the forefront in the success of this project. It clearly demonstrated that this is the way forward in the construction sector. Early pre-planning and a Plan Do Check Act (PDCA) approach enabled us to eliminate sources of waste before work commenced. The implementation of BIM through Lean has also had a lasting effect on how large-scale projects are now managed. The benefits are obvious and proven, and the strategy is now employed on all suitable projects. Value was added to this project in various forms, including: • Quality increased. • Safety improved. • Processes refined and improved. • Modern technology applied. • Employees upskilled. • Enhanced collaboration between stakeholders. • Enabled innovative solutions for site installation. Specific investment included: • The Engineer ing team created the ent i re precast requirements for the structure in BIM. • BPC made a capital investment in infrastructure by purchasing adjustable magnetic moulds. • BPC carried out internal trial fittings. • Master samples were manufactured for benchmarking. • BPC condensed and enhanced its manufacturing area specific to this project. Benefits from the Lean Initiative – Utilising BIM • Project streamlining – Reduced people travel distance by 1,000km over the product duration through Lean Layout analysis and 5S Workplace Organisation. • Gave all internal departments and the Client complete project visibility. • Improved project management through weekly visual board stand-up meetings. • Eliminated over-run and under-run of products – zero waste of over and under production waste. • Reduced stock-holding times – Finished Goods Inventory never exceeded 10 days’ supply. • Aided in delivery logistics – precast units scheduled and loaded to suit installation precedence onsite. • Ensured timely installation – product overrun was non- existent. • Eliminated stock rejections – reject rate from project scrap achieved to a 4.5 Sigma Level of Quality. Benefits from the Lean Initiative – Mould Efficiencies • Eliminated time required for wooden mould construction. • Cost savings were achieved by reducing the number of steel moulds from 16 to 4. • Time savings were achieved with the new magnetic adjustable system. • Reduced waste. Some other initiative outcomes include: • Increased benefits around Health and Safety – Winner of National Health & Safety Risk Management Best Precast Award Winner 2017. • Reduction in site repairs and delays. • Closer quality control resulted in no re-making of units. • The production and installation programs were reduced to meet site needs. • A 3% saving on pre-tender budget. • Over 4,000 recorded improvements from frontline staff via the localised visual idea boards and 5S philosophy across the site. • Supply chain cost savings of over € 100k. boards. The company runs monthly recognition raffles us ing company merchandi se and gi f t vouchers to acknowledge staff achievements. A3Problem Solving Projects that are cross-functional and complex in nature are resolved using the systematic problem solving process known as “A3 Problem Solving”. The company has a policy that all certified Lean Management White Belt (24 people), Yellow Belt (12 people), and Green Belt (1 Person) are continually active on various projects across the plant. Projects such as reducing concrete waste to landfill by 50% have had a very positive impact on cost and environment. The company uses the Hoshin Strategy Deployment process to track all active A3 projects monthly and tracks key performance indicators (KPIs) for the plant at this meeting – current KPIs measure safety, quality, cost, delivery, and employee engagement in relative real time and all are showing a positive trend towards world-class performance in their sector. Figure 5. Finished Product in Place.