2018Case9DPSATG

38 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 Case 9 – DPS Advanced Technology Group DPS Engineering is a global Project Management and Engineer ing company providing project and programme management , pro- curement , des ign, construct ion management , heal th and safety management , commi ss ioning, qualification and start-up. Our sector expertise spans many markets including Biotechnology, Pharmaceut ical , Medical Technologies, Oil and Gas, Advanced Technology, Food & Beverage, Energy, Science & Education. DPS has more than 1,300 employees globally, with 14 offices located in Europe, Middle East, Asia, and the USA. C O M P A N Y W E B S I T E OVERVIEW OF THE LEAN INITIATIVE Thi s project was the Beddington Energy Recovery Facility in Beddington Lane, Sutton, London. At a cost of GBP£205M, the Energy Recovery Facility (ERF) was designed to process around 275,000 tonnes of non- hazardous residual waste per annum. Environmental benefits of this facility will include the landfill diversion of up to 95% of waste del ivered to the facility, and the generation of up to 26MW of electricity which will power the faci l i ty i tsel f and supply over 22MW to the Uni ted Kingdom National Grid. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.dpsgroupglobal.com AUTHOR Barry Corbett Current State Analysis • Multiple trips per day by multiple work crews to and from the material storage location, with 50-80+ hours per week of waste in the form of transportation, motion, discussion, and waiting. • Material shortages holding up crews from installing to plan amounted to 20+hours per week. • Access impacts to crews daily. • Re-ordering of materials already on site, increasing costs and adding processing time of 10+ hours per week. • 5+ hours per week spent locating hire equipment in a multi-room and multi-level building site. • Planning for install starts on the day of install generating excessive waste before first VA work takes place – this waste being in the form of retrieving materials, discussions about how to proceed, and waiting for information. • Work crews were unaware of how current work practices were impacting on their ability to do VA work. • Lack of centralised area for information sharing, like a whiteboard communication area for example. It became apparent after the first day on site that initial impacts to trade productivity within our control were material part shortages and materials management. The focus initially was to create a standardised process to eliminate part shortages, excessive motion, and transportation of materials by work crews from the materials storage areas to points of use. On any site the material stores area can be the centre of human activity – a hive dominated by multiple comings-and- goings of trades workers. Changing the centre of the point of install was the end goal, and making the materials storage area an auto JIT supply chain unit triggered into action a refined standardised process. 5S The first step was to undertake a 5S exercise on the materials storage cabin. Starting with understanding what materials we had and required, and removing what was not required in the space, culminated in the standardisation of its layout and operation. In the initial stages the storage cabin was a typical store-all area with little segregation of parts, tools, and miscellaneous items. This contributed to multiple searches for materials in multiple locations by multiple members of the install team, making it virtually impossible to establish exact inventory levels and leading to parts shortages. This was also generating excessive motion, waiting, and discussion waste on an hourly and daily basis. BACKGROUND TO THE LEAN INITIATIVE DPS Engineering was requested by King & Moffatt to initiate a continuous improvement program on site at the Beddington energy renewable facility located in the London borough of Sutton. The project commenced wi th measurement and analysis of key processes to understand the various wastes impacting process efficiency. It also included the implementation of standardised processes, including but not limited to materials management and with a strong emphasis on just-in-time (JIT) materials supply to work crews to eliminate waiting times. Additionally, it involved daily crew impact assessments and observations of key processes to understand baseline waste levels and to develop opportunities to eliminate and reduce waste in order to increase available time for value added (VA) work. COMPANY OVERVIEW F igure 1. Project Site.