2019Case18PMGroup

70 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 well the team is performing tasks planned versus tasks completed. An extract from the BDS PPC curve is shown in Figure 3, with the yellow line representing the lower control limit and the orange the upper control target. A key element of LPS is pull planning. By focusing on the end milestone and developing a six-week schedule, the constraints, the interfaces to be managed, and the activities to be completed to meet the milestone are clear to the team. For instance, issued for construction drawings (IFC) were constantly a constraint, and particularly in the earlier stage of the project given the significant overlap between design completion and construction. To overcome this, pull plans gave the design team clear visibility of priorities. For example, focusing early on freezing the architectural package for walls enabled the timely release and install of the associated mechanical and electrical services with minimal rework. The project has its own dedicated LPS meetings which create a strong sense of team and partnership for all parties involved in the BDS Project. The scale of the BDS Project requires a large dedicated room to facilitate these meetings which is beneficial in adding value to the team. The room allows for the CM team to present not only the key project milestones, but also weekly project data, design constraints, quality information, etc., in a consistent group environment. Over time, the BDS LPS team has become familiar and responsive to each other’s needs in the best overall interests of successful project delivery, namely the common goal of the team. Mechanical contractors learned where and what electrical contractors were struggling with or succeeding with and vice versa. By identifying these issues, plans have become more accurate and collaborative in nature. Dual projection screens allow for general layout drawings and aerial photos to be displayed enabling better understanding of works discussed. Frequently team members walk up to the drawing or use a laser pointer to highlight the works or plans under discussion. The meeting is on site so team members are able to walk to see and address any potential challenges immediately after the meeting.” Figure 4 . LPS Weekly Meeting LEAN INITIATIVE IMPROVEMENTS & IMPACT LPS was challenging to implement on the BDS Project due to the scale, fast track schedule, and the large number of contractors and interfaces in close quarters. In the beginning, it required a significant culture change for many team members used to more tradi t ional approaches of construct ion del ivery. Contractor supervi sors are now al so focused on schedule development, and the majority of planning decisions are made as a team. Initially, the CM team had to constantly work to overcome negat ive att i tudes , tradi t ional methods, and getting contractor management to buy into the system. However, the impact and improvements are very visible on site and from the data PPC averaged around 35-45% from weeks 1-20, and by week 35 forward PPC was averaging within the 70-90% range. This meant the team was making dates, milestones, and was working smartly. Constraints went from an average of 10 per week to approx. 5 per week – a near 50% reduction. This can be attributed to design being more substantially complete, but also to the construction team “thinking ahead” ident i fying problems and collaboratively solving them in advance and achieving critical milestone dates. The strengthened relationships developed from the LPS process, and founded on collaboration and integrity, have shown great benefits on schedule and project cost delivery. The BDS Project has seen similar benefits through increased col laborat ion and trust in coordination and action of plans. Contractors from different trades are interacting amongst themselves independent of the CM team’s direction in terms of coordinating, completing, and handing over work areas. Frequently, an electrical contractor will raise constraints claiming they can’t commence work due to mechanical works taking place adjacent or overhead. Now the mechanical contractor, due to LPS is enabled as a scheduler to point out where they could start work as another area might be free. On a fast-track project, traditional ‘parade of trades’ approach is not fast enough. Work needs to be constantly flowing, and LPS has given the team predictable workflow. Predictable workflow leads to