2019Case10CollenConstruction

42 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 LEAN INITIATIVE IMPROVEMENTS & IMPACT The overall implementation of a Lean approach to our Data Centre Project proved to be critical as we moved towards practical completion. The most notable improvement was through the utilisation of our Common Data Environment. To have a single source for all information from pre-construction through to practical completion was invaluable when it came to carrying out due diligence on our Handover/Safety File. The compilation of the handover file documentation proved seamless through the Lean approach to doing it right first time (RFT). Traditionally, information given at Design stage through design team specifications, and requested at Tender stage from the Quantity Surveyors, was requested again at Submittals stage through our operations team onsite, and again at Practical Completion stage by our Digital Safety Provider. Using Lean techniques, we were able to direct our digital safety file provider straight to Viewpoint where they could retrieve approved information for each element of the project. This information had been previously approved by the design team through the submittals and verified through the Quality Assurance system onsite. This one change alone eliminated hours of rechecking documentation that had already been verified by Collen, the Design Team, and Subcontractors. Figure 4. Collen Construction Factory Witness Testing Another major benefit of the collaborative Lean approach was the increased participation and communication between our design team and subcontractors. Collen witnessed much greater collaboration and ownership from subcontractors through the utilisation of the pull planning method. Traditionally, dates slip and milestones are not met, but through the monthly pull planning lookaheads subcontractors felt more accountable to other trades as they had a greater understanding of how their delays impacted other trades. Through working together towards a common objective, stakeholders did not just focus on their own objectives but rather on the project objectives as a whole. When issues were identified, all stakeholders came together to find a solution rather than all stakeholders working in silo with minimal effect. Alone we can do so little, but together we can achieve so much. The final most measurable impact of the Lean approach was the full utilisation of BIM, and BIM collaboration seamlessly occurred across all disciplines within the project. Our inhouse BIM coordinator federated all models to ensure clashes were identified early and mitigation measures put in place. Cloud access also allowed project teams to take the office to the field, with access to a live 3D model onsite. By using BIM, our design team could plan and visualise the entire project during preconstruction and before a shovel hit the ground. These visualisations also allowed clients to experience what the space would look like, offering the ability to make changes before construction started. By having a greater overview from the beginning, it minimised expensive and time- consuming changes in the construction stage of the project. El iminat ion of waste was real i sed through improved communication and the integration of standard operating procedures (SOPs). By challenging the traditional approach through the integration of new technology into SOPs, wastage in the processes were ident i f ied and removed. Closer collaboration with contractors led to fewer overall variations and fewer opportunities for claims as information was correct going out to tender packages. Improved overview of the project before commencing ons i te al lowed for increased t ime for prefabrication and reduced waste on unused materials onsite. Modular prefabricated elements were utilised to their full potential on this project, and they greatly improved the quality of the finished project and safety onsite as they were fabricated in a factory envi ronment rather than the tradi t ional construction site environment. BIM data greatly assisted in the modularisation process, and it was used to instantly generate production drawings for manufacturing purposes, allowing for increased use of prefabrication and modular construction technology. By designing, detailing, and building offsite in a controlled environment, waste was diminished, efficiency increased, and labour and material costs reduced. In the same way that many of these benefits save money, they saved t ime by reducing the t ime of project cycles and eliminating construction schedule setbacks. BIM allowed design and documentation to be done at the same time, and for documentat ion to be eas i ly changed to adapt to new information such as site conditions. Schedules were planned more accurately and communicated exactly, and the improved coordination assisted the project by completing on time or early. Overall, we could not recommend the Lean approach highly enough. Whilst some of our team were sceptical to start with, and they viewed Lean as a manufacturing-based tool, they soon realised it was a vital tool required for the ever-changing world of construction. Figure 5. Collen Construction Lean Practitioners