2019Case12Clancy

49 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Figure 2. Impact of LPS on Programme While there are still delays, it is clear that there has been a significant improvement within the projects using LPS. It should also be stated that no continuous improvement project occurs in isolation, so one would expect that this improvement i s al so generated in par t by improved procedures and systems generally, particularly increased use of BIM360 by project teams. Defects The final metric examined was the number of defects, in the form of snags, identified by the lead architect. This is a wide- ranging metric that helps us understand how well a project was managed throughout. Commitment to getting a task done right first time (RFT) is a key element in minimising waste in any project. Figure 3 demonstrates a 32% reduction in defects across all projects. As with the programme impact, this cannot be said to be solely due to LPS, however, it is undoubtedly a significant contributory factor. BIM360 has been used on all LPS projects and this also helps to more efficiently identify actions and close-out on quality issues as early as possible. This, in conjunction with the fortnightly programme, has had a huge impact on defects. Site teams must report on percentage complete and make ready needs which ensures that ongoing works are only removed from the programme when they are 100% complete. These reports are reviewed by senior managers within the company to track each site’s progress. Figure 3. Impact of LPS on Defects Conclusion The metr ics and outcomes presented show a clear justification for the continued use of LPS within the company. As more contractors embrace the system, and as more subcontractors become familiar with it, there is scope for ongoing gains for all stakeholders.