2019Case13Alucraft

50 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 13 – Alucraft Alucraft has a longstanding history of delivering exceptional architectural glazed façades in both Ireland and the UK. We work in tandem wi th vi s ionar ies in archi tecture and construction from the conception stage through to project handover, providing cost plans , des ign, engineer ing, manufactur ing, instal lat ion and maintenance of our façade systems to meet the aspirations of our client’s des ign intent and qual i ty f ini sh. Operating since 1975, and with a turnover of circa € 44Million in 2018, we currently employ over 180 across Ireland, the UK, Poland and the Phi l ippines . Our systems include Unitised and Stick Curtain Walling, Roof-Glazing, Point-Fixed and Structural Glazing, Windows, Doors, and Cladding Solutions. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE Thi s case study out l ines the Lean journey wi thin Alucraf t Ireland. Alucraft’s vision is “to be the specialist façade contractor and employer of choice in Ireland and the Uni ted Kingdom”. Having experienced a huge growth spurt in the last two years, it was imperative that we reviewed the foundations on which our company’s success i s founded. We therefore decided to apply Lean thinking as we recognised areas within our business that would benef i t from i ts implementation along with the value- add to our clients. Our Lean journey commenced when we engaged with BPI Services to focus management on their aspirations for Alucraft. This involved revaluating the Mission, Vision and Values, and from there strategic goals were developed. We focused on three key areas which are paramount to our vi s ion; People, Growth, and Delivery. We identified key projects, and from there a Master Continuous Improvement (CI) Plan was set out for 2018/2019. We applied the DMAIC methodology across all the identified projects: Define, Measure, Analyse, Improve, Control. Projects implemented and achieved in 2018 include: • Skills Matrix Development • Streamlining Flow of Information and Processes from Des ign Stage to Manufacturing • Implementing a Graduate Programme • Investment in 3D Software • Review of Annual Leave • Standardised Estimating Practices • Review of Res ident ial Market Opportunities • Alucraft CWCT Tested Rainscreen System LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.alucraftgroup.com AUTHORS Áine Hargadon Skills Matrix Development As the headcount in Alucraft has almost doubled in the last 2-3 years, it had become harder to keep track of the required skills, existing skills, and skill gaps in our company. At the beginning of 2018 we had no standardised method for analysing skills, and this left us with the possibility of employee skills being under-utilised and a number of departments with skill gaps. Our goal for this project was to develop a process to identify the gaps and to develop a visual skills matrix graphic. An internal team was set up with members from an initial three departments which were to tr ial the matr ix: Product ion, Des ign, and Si te. Our Production Manager commenced mapping his team with role specific skills and populated a matrix. From there the project moved to our Design team with the same skills matrix template utilised under new headings, and finally our Site department was reviewed. The project ran smoothly until we reviewed sub-contractor skills – feedback was populated for a number of sites but was difficult when the sub-contracted employees on a site changed frequently. As such, it was decided to modify the scope of the project and remove sub- contractors, focusing solely on direct site employees. The project resulted in a visual aid where gaps are easily identified, it is easy to assess what level an employee is currently at, and it highlights areas where further training and education are needed. Thi s paved the way for a personal training development plan to be implemented for each employee. Streamlining Flow of Information and Processes from Design Stage to Manufacturing This project involved a cross-funct ional group from Production and Design working together to, firstly, gain an understanding of the unitised project they were embarking upon. Secondly, this team needed to develop a suitable way to track the progress of information and process from the start to project completion. This team used a unique “Post-it” planning process to assist this, hosting weekly meetings on the unitised project to gain a status. This mechanism allowed COMPANY OVERVIEW Susan Clancy