2019Case11SheehanandCollinsConstruction

46 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Long-Lasting Impact and the Future of Lean at S&C The impact of the Lean initiative was immediate on the project with enthusiasm and buy-in evident from the initial training. It should be noted that to maintain the initial impetus, a significant and concerted effort by the project team was required. Again, it should be noted that this was not without challenge and periodic ‘recalibration’ of the effort was required – stock taken, opinions and ideas given, processes tweaked, and so on. Long-term impact has materialised in the form of S&C now deploying Lean as one of its core management systems. It has recently been successful ly deployed on a hotel refurbishment project with some of the same project team members, and is becoming embedded within the group and some of our key trade par tners . Al so, a cul ture of organisational continuous improvement has evolved on the back of the Lean initiative, with everyone in the group encouraged to contribute to the enhancement of the processes. The target future state is that S&C is recognised for Lean project delivery with a solid core set of processes deployed on each project, and we become a contractor of choice for our clients based on track record, and for key trade partners based on an integrated and collaborative team approach to project delivery. Key Benefits and Outcomes Some key benefits and outcomes arising from the Lean initiative are: • Understanding and appreciation of the what Lean is and how it can be appl ied to have positive impact on a construction project. • Positive change in mindset of project participants – integrated, non-silo approach, while having an awareness of waste. • Active participation in collaborative planning and problem solving. • Buy-in to daily collaboration (morning huddles) and weekly LPS meetings based on evidential benefits to the management of the project. • Key trade partners have embraced the learning and the tools used on the project, and are implementing on new projects. • Key trade partners are adopting Lean principles within their own organisations as a result of their experience on the project.