2018Case9DPSATG

40 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2018 • Crews used a standardised method of planning for the next day’s work, which reduced waiting motion and discussion times. Crews knew how to progress and didn’t have to wait for instruction from their foreman to begin work as discussion on how to progress has already happened prior to install and negative impacts were removed. • Potential impacts were communicated and removed prior to the next day's work. • All KPI planning information was located to one central location visible to everyone, thus reducing excessive motion and discussion to understand current status of multiple variables within the project for the foreman and stores personnel. • Online site inventory and material delivery status indicators were implemented. • Each working crew developed a clear understanding of what is termed “waste”. • Crew readiness checklists enabled crews get to know how to plan their next day’s work without waiting for instruction, and meant they were thinking about what the day ahead will involve beforehand and not when they arrived at the point of install, thus reducing the time to first VA activity for each crew. • The foreman gained more time to plan activities and was not spending time understanding what materials are on site, and potential parts shortages were flagged online before they become an issue and action could be taken there and then. Al l materials avai lable on site were displayed online to view, making population of materials requisition sheets and the ordering of required materials a much more efficient process and saving multiple hours per week. This reduction in administrative tasks allowed the foreman to be engaged in more practical planning and issue resolutions for the team. Overall, 100+ hours per week were saved through waste reduction and implementation of standardised processes. Inventory accuracy was consistently above 95%. Teams received hands-on Lean training and developed pre-planning skills through the use of crew readiness cards. All Lean skills and knowledge are now transferable to all projects going forward. Some unforeseen impacts pertained to: • Site conditions – the site’s low water table impacted on materials deliveries. • Other trades not sticking to plan and impeding work on planned install. • Drawings and design conflict with other trades. • Multiple levels on building with access restricted depending on certain activities taking place on certain levels of the building. • Walking route to site changed halfway during the project with increased walking times to get to site. As a key learning, don’t underestimate the impact of small incremental changes. Poke Yoke where you can through standardisation to avoid reverting to the way it’s always been done; and standardise everything you can. Some key initiative outcomes include: • 100% reduction in part shortages. • 80% reduction in retrieving materials waste. • 60% reduction in waiting times due to crew readiness and JIT material delivery. • 100% improvement in inventory accuracy on site. • Time to first VA was reduced significantly with crews engaged in pre-task planning the day before. • Cost savings of over GBP£100k. • Supply chain efficiency increased. • Learnings proliferated across multiple King & Moffatt sites, and this company-wide improvement is expected to continue to provide gains into the future. • Employees now understand the simple things that can impact their day. They understand what waste is; they are prepared for the next day’s work; and through the crew readiness cards are constantly challenged to think about their requirements and what may impact their day so that they can work to remove that impact before they commence work. • The wider supply chain has benef i tted from thi s continuous improvement initiative as companies now have greater visibility of materials supply and demand, and potential impacts are highlighted much quicker, so they can respond quicker and the people on the site are updated with key materials information in real time.