2019Case19BAMIreland

Unfortunately, this is where our internal process started to fall down and our existing resolution process had become overwhelmed by the sheer volume of the issues being raised. We were recording the issues and then compounding the problems by not resolving them in a timely manner. This in turn created a waste cycle where the over-production of these problems was taking from our resources to focus on addressing the most relevant issues. Figure 3. Quality Risk Factors Improved Armed with the Construction IQ overview, we were able to refocus the project teams on closing out the issues, and, as the issues had been sorted, we were able to prioritise clearing the highest impact issues and bulk closing issues that had been closed on site. Construction IQ Impacts • AI has greatly reduced time spent analysing site data, leading to more time on site – we have seen a 20% improvement in both quality and safety issue resolution). • Removing BAM as the main risk to their own projects by understanding the sources of the risk on each project. • Increasing utilisation of mobile site data capture due to benefits now visible to site teams. • Increased likelihood of BAM staff identifying serious issues that would adversely impact project delivery. • Enabling BAM staff to better support the supply chain via focused issue resolution processes and better understanding by the various subcontractors of the risks to the project. • Better understanding of risks to the project from poor process execution. • Direct feedback of improvements made to existing process through reduced risk profile. • Cross-project analysis to ensure that standard processes are being employed. Real Waste Reduction • Reduced over-production of information. o Reinforcing the correct process through additional training to the site teams has reduced the numbers of issues that BAM is responsible for resolving. • Reducing Inventory & Transport by default. • Reduced defects. o By improving the resolution cycle of issues and closing them out promptly, the compounding of issues has been greatly reduced or removed. • Reducing Inventory & Transport by default. • Reduced waiting time as a result of automated reporting. o High risk issues are automatically flagged directly to the user dashboard. • Reduced non-utilisation of talent. o Talent is no longer wasted sorting through a sea of information looking for the key issues. • Reduced motion. o Issues are no longer resolved by the wrong party. Future Positive Impacts BAM Group is currently following on from its 2020 Digital Vision with a program entitled the “Universal Project Approach” (UPA). Under UPA, BAM is looking to standardise how we approach the entire construction lifecycle from design to O&M. Construction IQ, through the Autodesk B360 platform, will allow BAM to continuously assess and improve this approach across all of its operations globally by: • Re-inventing the way BAM capture information, i.e. reducing the over-production of data captured. • Exponential growth of effective Machine Learning data model via scaling of Autodesk Forge Platform for the construction lifecycle. • Introduction of a proactive quality and safety culture. • Removing unnecessary and time-consuming ‘after the fact’ reporting. • Upskilling of BAM staff to better understand benefits and impacts of advanced analytic methodologies. • Upski l l ing of BAM staf f to better evaluate future technologies and their benefits. 74 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Figure 4. Subcontractor Risk Improved Figure 5. AI Enabling Our Future Now