2019Case12Clancy

47 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 12 – Clancy Founded by Mr. John Clancy in 1947, Clancy is an indigenous Irish company that enjoys three generat ions of continual development. Today the company has developed into a strong and innovative organisation, with vast exper ience in al l sectors of the construct ion industry throughout Ireland. Safety is paramount to all work we engage in and we are proud to be Safe T Cer t i f ied. Investment and implementation in areas such as BIM and Lean Construction have propelled Clancy forward, and have given the company the platform to become one of the leading contractors in the country. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE Clancy has been in the construction business since 1947 and has constantly evolved over the years. Lean thinking, tool s and techniques have been introduced to the Clancy team since 2014. This transformation happened gradual ly at f i rst and i t has now expanded to the point where i t i s generating its own momentum. Lean Construction is now a core part of how we approach each project. Part of our mission is to continuously improve and adapt to the newest industry standards and technologies available to the construction industry. Thi s i s dr iven by the young and energetic team within the company and guided by the excel lent resources provided by Lean Construction Ireland. Change can be hard to implement successfully and at Clancy the change management focusses on three key elements : People, Process , and Technology (PPT). We recognise that focus needs to be put on these three areas in order to continuously improve our processes. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES https://clancy.ie/ AUTHORS Aidan Maher Over the past number of years, Clancy has been looking for ways to reduce waste across all its construction sites to improve overall project outcomes. Recent Lean initiatives include: People • Creation of the Continuous Improvement Committee • Introduction of BIM, Lean and Last Planner Champions throughout the company Process • Overhaul of the Content Management System • Improved internal auditing of processes, improved “lessons learned” procedures • Improved visual communication Technology • Rollout of new software systems, including: “BIM 360”, “Conquest”, “Bluebeam” Hilti “On!Track” • Additional hardware including robotic total stations, and mobile devices. All of these initiatives are designed to improve collaboration and minimise waste, thus allowing us to deliver projects better, faster, together. The Current Issue While many improvements have been made in recent years, internal research from the Continuous Improvement Committee showed that programme over-runs remained a significant contributory factor to poor project performance. In par t icular, the commi ttee zoned in on some key performance indicators (KPIs) across the projects, namely: • Project Type • Project Value • Project Planned PC date • Project Actual PC date • Requests for Further Information (RFIs) generated per project quartile • Number of defects identified by the project architect The committee analysed these KPIs, wastes, and the various root causes across multiple projects and concluded that the existing forward planning techniques were no longer sufficient to meet performance targets. Traditionally, projects had been managed using a top-do hierarchical approach to resource allocation and planning. The project manager on each site would create a fortnightly look-ahead programme outlining what each subcontractor was to deliver in a given period. This meant that resources weren’t always allocated appropriately, and milestones weren’t always met on time. If a subcontractor didn’t achieve their targets it often led to waiting and rework waste. The traditional template used did not encourage the planner to review the resources required or to confirm what percentage of the overall task was to be complete at any given time. The template also failed to prompt the question for “Make Ready Needs” which is fundamental to any planned task being completed. While this is a simple question, it is one that may be overlooked amidst the many tasks that a COMPANY OVERVIEW Aidan Clancy