2019Case11SheehanandCollinsConstruction

45 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 ongoing opportunity for rich learning. The commitments made in WWPs as a result of a collaborative process became more honest and meaningful, with genuine efforts to identify/remove constraints, and a keenness to have honest conversations when planned tasks were not completed for learning opportunities. LEAN INITIATIVE IMPROVEMENTS & IMPACT The project was completed on time and within budget, with Practical Completion achieved July 2018 in advance of the start of the new academic year, thereby allowing the client requisite time to hire and train key staff ahead of a busy opening period. Schedule Improvements Practical Completion was achieved in 42 weeks from completion of the ground floor slab (completion of 6-storey structure, envelope, internal fit-out of 128 bedrooms, ancillary spaces) and this could not have been achieved in that timeframe if LPS had not been used. LPS negated earlier project delays on site and facilitated project completion through pr imar i ly normal working hours , wi thout significantly increasing crew sizes. Lessons Learned A Lessons Learned session held with key members of the project team (client, design consultants, key trade partners, main contractor) yielded some valuable findings along with overwhelming endorsement of the Lean ini t iat ive undertaken. The highlights regarding improvements and impact were the improved quality and safety, collaborative approach to teamwork, the use of LPS, the resultant change in people’s mindset, and an improved project team feeling overall. Last Planner® System With LPS, the Villego® simulation training was a seminal moment in people realising the positive impact of effective communication and working together. This contributed significantly to the change in mindset on the project, and it had optimal impact as it occurred at the outset of the Lean journey. Figure 3. Villego® Training with Key Trade Partners Also, the introduction of Pull Planning led to improved and consistent flow of work, enabling confidence to grow amongst the trades with regard to schedule commitments being made. Trades were also able to maintain smaller crew sizes as a result of the improved flow. Figure 4. Pull Plan for Part of the Works Safety and Quality Improvements The benefit of improved flow area-to-area and floor-to-floor resulted in work being carried out much more safely. While pressure remained to deliver, it was in a controlled fashion due to reliable commitments on productivity being made and achieved. This also improved quality with a ‘right first time’ approach being encouraged throughout and achieved for the most part. Re-work rates were reduced, again improving flow and also reducing costs and waste throughout. Early Engagement Benefits As noted above, the goals of early engagement of the project team were evidenced in the integrated and collaborative approach. Improved daily and weekly communication was as significant as it was simple – people talked and trades supervisors engaged effectively on a daily basis. Morning huddles were anticipated and attended consistently in large numbers as their benefit quickly became apparent to all. Questions were asked of each other to gain an understanding of what the other needed and how they could be assisted in their work. Integrated/Non-Silo Working The electrical contractor’s project manager noted it was the first project he worked on in a non-silo environment. As a result, he now approaches work with a different mindset. This was echoed by the mechanical contractor, who remarked it was the best project he had experienced from a site communication perspective. This is not to say there were not problems, delays or site issues, but rather that the difference on this project was the approach to dealing with each of these issues as and when they arose. People offered help, expertise, solutions, support, ideas – a problem became a team problem and a solution came from the team for the team.