2019Case3CFieldConstruction

19 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 3 – CField Construction CField Construction is a Building & Civi l Engineer ing contractor wi th operations in Ireland and the UK. We have extensive experience in a wide range of sectors , including Pharmaceutical, Residential, Healthcare, Leisure, and Commercial. Since our formation in 2011, the Company has experienced significant growth with turnover reaching approximately € 80Million 2018. Our goal is to deliver all projects to the highest quality, in a safe, cost-effective and timely manner. We aim to form lasting relationships with clients by delivering excellence in a friendly, engaging and professional manner and see this as a key measure of the success of our business. Our team has a diverse range of ski l l s and is committed to working closely with our clients, professional teams and supply chain to develop pragmatic, innovative and cost-effective solutions to achieve maximum value on each project. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE In late 2017, CField Construction recognised that a new approach to how CField managed its sites was needed in order to increase productivity, reduce costs, reduce waste, and maximise profitability – and so began CField’s journey into Lean Construct ion initiatives. Our initial Lean initiative was based on a large-scale residential housing scheme in Cork. The project consisted of the construction of over 130 semi- detached and detached 3 & 4 bed houses, as well as all associated site civil works, including road ways, storm/foul attenuation tanks, etc. The overall LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.CField.ie AUTHOR Eolann Sheehan In order to fully grasp the scale of the project, the site team looked at the entire process as a starting point. The team completed Lean training, which provided an overview of a Lean approach, including the 8 Wastes, Value to the Customer, impact of variability, and Lean Process Mapping. Figure 1. Lean Training In Action On completion of training, the process was mapped during an interactive session involving all the site management, purchasing department, accounts department, a selection of site operatives and facilitator. Visual “swim lanes” were utilised to identify each step and the decisions made during each step. The decision makers were identified as per Figure 2 (mapping the current state process from the moment material is ‘out of stock’ on site to the moment new material is unloaded and/or used on site). Figure 2. Mapping the Current State Process From mapping the process and analysing it in relation to the 8 wastes of Lean (“TIMWOODS”), it was clear that there were four key areas which would form the starting point for the Lean initiatives and improvement: i) Material Ordering; ii) Material Delivery; iii) Material Handling & Storage; and COMPANY OVERVIEW project value was € 31Million, on a very t ight programme wi th mul t iple handover dates as the scheme progresses. Interestingly, the project team did not start off with a Lean approach and this was only introduced approximately 60% into the project timeline. Whi le in di scuss ion wi th senior management and the site management team, the following four areas were identified that could benefit from a Lean approach: i. Material ordering. ii. Procurement. iii. Storage, handling, and end use on site. iv. Improved communications.