2019Case1DPSGroup

12 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 1 – DPS Group (Cork Operations) DPS Group i s a global consul t ing, engineer ing and construct ion management company, serving high-tech industries around the world. DPS has sector experts in key locations in Europe, the US, Asia, and the Middle East, bringing world-class resources and the latest innovative technologies to every project . DPS del ivers Ful l Service Engineering with a ‘client first’ mentality and personal touch across a range of disciplines: Project and Programme Management, Procurement, Design, Construction Management, Health & Safety Management, Commissioning, Qual i f icat ion, and Star t-up. DPS employ more than 1300 people worldwide, including 250 in its DPS Group Cork Operations where this case study is based. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE DPS Group modestly prides itself as being an early adopter of Lean thinking and pract ices in both Ir i sh and International construction sectors. The company invests heavily in staff subject matter experts, Lean education and training, and in internal process improvement initiatives. The company attributes, in no small part, increased competitiveness and recent project success to that investment in i ts capability development. DPS support local and national Lean Construction (LC) conferences and events and bring International LC experts to its offices to share best practices and research with its own staff and clients. DPS also contr ibute to the LC body of knowledge presenting latest research findings at global, national, and local LC conferences and events. A common concept in construction is that there are three legs to a project: Schedule, Cost, and Quality. Typically, a client is advised to pick any two at the expense of the third, for example, you can have cost and schedule but not the quality you want; or you may get the quality and schedule that you want but not wi thin your budget . Thi s traditional approach was unacceptable to both the Client and the Engineering, Procurement, Construction Manage- ment, & Validation (EPCMV) provider on this case study project – instead, the fast-track nature of the assignment called for proactive management of all three legs of cost, schedule, and budget. The client in this case study is a global pharmaceutical company with several facilities located in Ireland. Ini t ial thoughts were to use a proactive methodology that would drive cost downward from the start to avoid commencing with an excessive estimate laden with contingency. DPS was familiar with using Last Planner® System (LPS) in design, construction, and commissioning and had also used another Lean Construction approach, namely Target Value Design (TVD), on a previous project. The concept and principles of TVD were presented to the client and it was agreed to use the process on this project. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.dpsgroupglobal.com AUTHORS William Power Target Value Design According to Glenn Bal lard, a pioneer of Lean in Construct ion, Target Value Des ign (TVD) i s a management pract ice that dr ives the des ign [and construction] to deliver customer values within project constraints, and it is an application of Taiichi Ohno’s pract ice of sel f- impos ing necess i ty as a means for continuous improvement. The primary concept of TVD is to drive down the cost – or maintain cost and increase value – of a project through the design and delivery phases without reducing the quality provided or the schedule for completion (see Figure 1). TVD is a proven and effective process to ensure the owner receives all three legs of schedule, cost, and quality. Figure 1. Driving Force of TVD (Source: Target Value Delivery: Practitioner Guidebook to Implementation Current State, 2016) COMPANY OVERVIEW Aidan Mullin