2019Case18PMGroup

68 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 18 – PM Group PM Group is an international project delivery company operating across Europe, the USA and Asia. We have a 45-year track record in project management, process design, facility design and construction management for leading multinational companies. We are wor ld leaders in the Pharmaceutical, Food, Mission Critical, Medtech, Advanced Manufacturing and Energy sectors. Our reputation is built on great people with a flexible “can-do” attitude who consistently deliver successful projects safely for our clients. We pride ourselves on our technical expertise and work closely with our clients to develop innovative solutions for complex projects. We have over 2600 highly skilled employees worldwide. While headquartered in Ireland, we have offices based in 17 countries worldwide. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE Thi s case study detai l s the Last Planner® System (LPS) processes applied to the fast track delivery of the construction of a biopharmaceutical facility in Dublin, Ireland. LPS was adopted to help implement lean practices and enable high level project- wide coordination. The owner was conver t ing an exi st ing faci l i ty in Swords, North County, Dublin to a high-tech biopharmaceutical manu- factur ing faci l i ty. PM Group was retained by the owner to partake in the design and construction management of the Biotech Project. The author is a project engineer employed by PM Group, and i s coordinat ing the implementation of LPS on the Biotech Project. Construct ion and turnover i s scheduled to be completed by July 2020 and, to support delivery of this ambitious fast track timeframe, detailed design had to be completed by July 2019. In order to achieve this schedule on time, systems turnover began when the project was about 35% construction complete. Conventionally, system turnover usual ly begins somewhere between 55-65% construction complete. This earlier turnover start drives a much greater over lap between construct ion and detailed design phases, which forces greater emphasis on coordination in the field. The project comprises 5 buildings with 11 manufacturing suites and a high level of GMP finishes and fit-out on a constrained site in a suburban setting. Biotech Buildings 1.Bulk Drug Substance Building (BDS) 2.Warehouse 3.CUB 4.QC & MS&T Labs 5.Offices & Other Figure 1. Site Layout Plan LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.pmgroup-global.com AUTHOR Conor Sych This case study focuses on the construction of the Bulk Manufacturing Building (BDS). Interfaces can range from phys ical connect ion boundar ies between bui lding components to contractual work package scopes. Interface management is a key project delivery risk. There are numerous common and constantly changing interfaces between 15 trade contractors. By limiting and clearly defining interfaces, communicative action can take place which will resolve a lot of the issues in construction. Updating IT application to interface management, and using it extensively, can reduce project CAPEX costs by 2% and delivery duration. Instead of the traditional approach of contractors and EPCM firms relying on 14- 30-90 day schedules, and placing heavy emphasis on them by pressurising crews to meet deadlines, LPS addresses these issues by recognising interfaces and tackles them by engaging all stakeholders to the level of contractor foremen and supervisors to create a micro- schedule. These micro-schedules look one week and six weeks ahead, breaking down COMPANY OVERVIEW