2018Case7Jacobs

32 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Case 7 – Jacobs Jacobs leads the global professional services sector delivering solutions for a more connected, sustainable world. With $15Billion in fiscal 2017 revenue when combined with full-year CH2M revenues and a talent force of more than 74,000, Jacobs provides a full spectrum of services , including scient i f ic, technical , profess ional , construct ion, and program- management for business, industrial, commercial , government and infrastructure sectors. As the largest professional services provider to the pharmaceutical and biotechnology industries, and the recognised expert in special i sed manufactur ing and electronics expertise, the Company’s Advanced Facilities business provides end-to-end client solutions for highly specialised facilities around the world. Our cl ients cons i stent ly receive accolades for our des igns of pharmaceutical plants, research and development laboratories, and data centers. Significant projects include the world’s largest bulk biopharma modular plant in Singapore, the fastest bulk biologics facility built from concept to licensure in Ireland, and the world’s largest biotech campus project currently being built in Switzerland. Our technical knowledge allows us to meet the challenging demands our clients face to deliver products that make people’s lives better. C O M P A N Y W E B S I T E OVERVIEW OF THE LEAN INITIATIVE This case examines the application of Lean in an Engineer ing Services Provider (ESP) team on sustaining capital projects in Ireland with a total installed cost (TIC) of € 500k to € 10M. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.jacobs.com AUTHORS Liz Allan The history of this Lean journey stemmed from a desire to challenge and alter more traditional methods of reporting information within the organisation’s reporting structure and to provide real value to the Client. These traditional methods were seen to be ad hoc and fragmented as they often were non-standardised and sometimes did not align with the overall Client metrics or key performance indicators (KPIs). At the formation of the ESP team at the Client site, Jacobs established a different approach to these traditional methods of reporting information by applying Lean tools and methodologies to the methods of managing and reporting on a portfolio of capital projects. This case study describes how these Lean tools and methods have been used within an ESP team to drive a high performance environment and value to the Client, cost savings for the Client and to the engineering firm, as well as supporting a culture of continuous improvement. The first initiative undertaken was to develop new KPIs specifically to monitor the team’s performance and adherence to the site standards. The ESP team’s KPIs would closely align with the Client site KPIs, and this provided a single, efficient, and transparent means of reporting project statistics and status up through the Client organisation’s reporting structure. Following the development of the new aligned KPIs, standardised reporting templates were designed to accompany each KPI and provide a means of visually and graphically representing the essential information that needed to be reported. Ownership and terms of reference were identified for each of the reporting templates. Meeting structures were defined with the Client with the view to specifically allow easy transfer of information through the Client organisation’s management structure. This started with daily and weekly ESP team meetings similar to operation meetings that might BACKGROUND TO THE LEAN INITIATIVE The application of Lean principles provides enhanced value to the customer through a process of identification and elimination of waste. Jacobs has a well-established history of providing its clients with Lean project delivery that extends throughout the project l i fe cycle, from des ign to construction, to commissioning and verification. Lean project delivery within Jacobs has also extended outside of the traditional engineering offices and into the client site- based Engineering Service Provider (ESP) teams. This case study describes the Lean tools and methods used in an ESP team at a Jacobs Client site, and describes how these have been applied to demonstrate value to the Client and drive cost savings. Figure 2. Jacobs Team Collaboration. COMPANY OVERVIEW Maurice Gillen Figure 1. Project Environment.