2018Case8KiernanStructuralSteelLimited

37 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 tracking and improved process flow. Our BIM models are integrated with StruMIS requirements, which includes the paint DFT requirements. KSSL made a significant capital investment in the purchasing of the SIN Beam machine in 2017. Improvements in factory safety culture and the awareness of potential risks, the daily whiteboard meetings, 5S audits, waste walks, and Idea Boards and A3 projects are now “how we do things around here”. Benefits from the Lean Initiative - Utilising StruMIS • Gave all internal departments and the Client complete project visibility in terms of project tracking. • Improved factory project management via the daily visual whiteboard stand-up meetings. • Improved manufacturing schedule management – the factory schedule is now planned up to 12 to 16 weeks ahead. This aids the smooth running of the factory production and ensures utilisation to full capacity. It also aids our procurement department when tendering projects to see if potential available factory slots can meet client project programme requirements. • Better planning of delivery logistics – dependent on the type of production, especially where fire paint drying times are critical to a site construction team, priority is given to these loads. • Improved product document control for quality assurance purposes. • Improved inventory control and purchase order management. • Aids accounting department analysis of projects by providing live project cost data. • Enhanced departmental reporting to management. Benefits from the Lean Initiative – SIN Beam • Provided KSSL with a niche product for the Irish & UK steel construction markets. • Cost savings were achieved by value engineer ing traditionally designed buildings with the SIN Beam. This has opened a new market in the UK por tal frame construct ion sector where previous ly KSSL were uncompetitive. • Through marketing of the product, good relationships have been created with structural engineers, architects, and other steel fabricators across Ireland and the UK. • Eliminated time loss for steel mill delivery dates of large sections. • Reduced waste as the SIN Beams are manufactured to length. • The robotic welders on the machine can also manufacture other products such as slim-flor beams and light plate girders. Unforeseen Impacts • Greater engagement with frontline factory staff has resulted in enhanced staff morale. • Long-term staff, after initial resistance, have now fully embraced the improvements from the Lean process. • Frontline factory staff have so many ideas, but previously felt they were too busy or had no platform to express these ideas. • Changes in behaviours and methods of working, with an emphasis on health and safety. • Simple ideas can result in major savings in time, money, and waste prevention. Learnings from the Lean Initiative • When a new software is purchased it is best to get one super user trained so that the full extent of the software can be utilised sooner. • All staff ideas must be reviewed, and it is very important to provide feedback if ideas cannot be implemented – otherwise the flow of new ideas stops. • Projects KSSL receive for tender should be thoroughly reviewed in terms of value engineering whether SIN Beam is applicable or not. This value engineering can provide a competitive edge while also giving the client better value for money. • Persistence is required when introducing new systems or changes to processes. • Future planning across all departments is paramount to foresee potential issues. • Enhanced employee engagement and participation is instrumental in business development. The full roll-out of StruMIS through Lean has become permanent in how KSSL now manage all projects. The benefits are significant and are clearly visible across all departments. The use of systems mapping was recently used prior to the capital investment of a new high-speed drill. This new drill line has increased weekly production by 10-20% dependent on the type of project and the tonnage of steel involved. Quite simply, KSSL could not revert to previous methods of working and continue to produce the same weekly output. It has changed the company processes of how projects are tendered and managed from inception to completion. The main advantage for the Client is that they are getting better value for money whilst still maintaining high quality and safety levels. There have been numerous improvements made across all departments within the company. Overall communication has improved dramat ical ly, leading to s igni f icant improvements within each area of the business. Process improvements were made, employee engagement and participation has increased, safety and quality awareness has also been improved, and new opportunities for business growth have been identified. Some initiative outcomes include: • Lost Time Accidents reduced by 30%. • Machine breakdown time reduced by 20% annually. • Material cost reductions across top-5 expenditures reduced by 5%. • Volatile Organic Compound (VOC) reduction programme successfully implemented – overall reduction of 7% in emissions. • Process improvements facilitated increase in productivity by 12.5%. • Over 900 quick-win ideas implemented to date. • Steel waste reduced by 3% annually. • Snag items reduced by 30%. • Non-conformances reduced on projects by 40%.