2018Case9DPSATG

39 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 The concept of 5S seems simple, but if done properly it can have a substantial impact on the initial development of a Lean culture at grassroots level, as well as early acceptance of the benefits of making small incremental changes to make things easier for all. Kanban With the 5S in full flow, parts were segregated and tagged for identification, and items not identified as being in use were removed from the area. Parts previously stored in cardboard boxes were moved on a Kanban basis to newly purchased Linbins, the bulk of these remaining in cardboard boxes behind the Kanban to ensure ease of inventory control. Parts most frequently used were set in order on the shelf and labelled for visual management and ease of order picking for the store manager. Figure 2. 5S & Kanban. Standardise With visual management in place, it was time to standardise by setting new rules defining the use of the storage area. Critical to the standardisation was the alignment of support structures, and the setting of Kanban levels was determined by mapping the material usage for the remainder of the project and setting out the material requirements in key installation areas on a weekly basis. The creation of an online Excel-based auto Kanban system was instrumental in providing flexibility to the ordering sequence, and it eliminated hours of motion, discussion, and waiting waste. Microsoft SharePoint was the software used for material requisitions on site. Visual Management A visual management traffic light colour coding system was introduced to the requisition sheet to indicate the materials delivery status. This reduced review time by members of the external supply chain as information was now available about what materials had arrived on site and what materials needed to be chased up with suppliers to ensure parts were available for work crews on site. This eliminated large amounts of waiting time brought on by parts shortages. Keeping track of machinery and mobile scaffolding on a large site was proving time consuming, so a daily machinery and mobile scaffold tracking sheet was introduced and all items were signed out at the start with a location provided. This substantially reduced the amount of motion time spent looking for equipment on site. Mobile scaffolds were also proving a time consuming issue. These come with multiple parts and seemed to be always missing a section when they were eventually located. Thus a visual management system was put in place with each mobile scaffold being given a different colour tape and number so they could be easily identified, but, more significantly, crews were now given ownership for any mobile scaffold they took out and had to communicate where it would be at the end of each shift. This information was placed on the central information board in the central meeting area on site, both at the start and end of each working day. Figure 3. Visual Management. Direct Observation Along with implementing a standardised system of materials management onsite, direct observation was also used to observe specific processes on site so as to understand what was impacting working crews on site as they endeavoured to carry out planned work at the point of install. Direct observation is defined as observing a subject in the natural environment without altering that environment; but more importantly it is about observing a process and not a person, and any observations made must focus on how the process can be improved to support the person using the process. The only way to improve a process is to understand where there is waste occurring in that process and putting measures in place to reduce or eliminate that waste. Unless you observe the process independently and honestly with an understanding of what waste is, then nothing will change. The process observations were carried out over a number of weeks, and the main impacts to productivity were as follows: • Space restrictions due to previous installations – Increased motion to measure and discussion about how to proceed safely. This was addressed through collaboration with previous trades and the introduction of crew readiness cards that forced the crews to establish a pre-task plan of action on the day before commencing their planned activities. • The nature of ad hoc installations and lack of pre-task planning – Increased discussion, motion, and transport. This was addressed through the introduction of crew readiness cards, which forced the crews to establish a pre- task plan of action on the day before commencing their planned activities. • Cluttered work areas left by previous trades – Increasing transport, motion, and discussion. The introduction of crew impact cards allowed the crews to communicate the impact of issues previously absorbed into a normal day’s work. • Crews living with problems not reporting back issues and impacts leading to repeat impacts – Increased motion, discussion, and transport. Crew impact cards issued to each crew for reporting helped with this. • Task and location changeover impacting on restart times at new location – Increased motion, discussion, and transport of safety structures up multiple levels. Crew impact cards issued to each crew for reporting helped with this. • Retrieval of materials from stores multiple times per day – Increased motion, discussion, and transport. LEAN INITIATIVE IMPROVEMENTS & IMPACT There were many benefits ensuing from the application of Lean thinking and practices on this project, including: • JIT material delivery to crews at point of use. • Material shortages eliminated.