2019Case3CFieldConstruction

20 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 iv) Improving Communications. Material Ordering Then – Traditionally the onus was on the site team to moni tor stocks of each mater ial , ant icipate the requirements of various trades for the coming weeks, consider the lead times for each material, and place orders. Site management would often be notified the evening before that a particular trade was running low or out of material for tasks the following day, or that material couldn’t be found in a particular location. Time was lost searching for materials before an order was placed. Now – When ordering materials, each subcontractor is now responsible for their own ordering or notifying the site team when a material is running low in stock. This is done using a formal material order sheet which is available in the site office. Each day at 15:00 the orders are placed, and subcontractors know that there is a 5-day lead time from the date ordered. Kanban (similar to the method used in Lean Manufacturing) was utilised in the storage areas where clear ly marked storage containers were manufactured to trigger an order when a certain material was running low – thus eliminating time wasted looking for materials. From the original mapping exercise, the site team was under the impression that a 3-day turnaround time from the day the material was ordered to delivery was achievable. However, when mapped with purchasing and accounts present it became apparent that a 5-day lead time was more real istic. We have also developed a l ist of common materials and lead times which do not fall into the 5-day window, such as materials sourced from the manufacturer, etc. Once the order form is complete, an order requisition is generated and sent to purchasing, who in turn relay an expected delivery date to the site management team. Material Delivery Then – Material ordered was sent out for best price analysis, and once a price was agreed with the chosen supplier it would be dispatched to site. There were regular issues with deliveries coming in part loads, incorrect materials arriving and being unloaded, deliveries during peak times, or deliveries not arriving at all. Once on site, materials would be placed into designated areas that would often be congested due to excessive materials being ordered or lack of loadall time to keep the area in good order. Delivery dockets would be lost after delivery or not signed, leading to significant delays in accounts payable. Now – When the material is ordered, an expected delivery date is relayed to the site team and this is then placed on a white board in the main site office for loadall drivers and subcontractors to see (Figure 3). Each morning a quick huddle with loadall drivers happens during which we review deliveries from the day before (crossing them off the whiteboard if delivered) and discuss the deliveries for the day as well as important tasks to be completed. Delivery dockets are returned each morning and a box is also available in the site office for operatives to hand in dockets. It is interesting to note that following the initiation of the Lean project, operatives suggested that all deliveries which require on site lifts be deferred until 10:30 each day thus allowing trades full access to loadalls first thing in the morning. Figure 3. Daily Delivery Tracker Material Handling & Storage Then – Materials would arrive in large quantities (Over- Production) and be unloaded in no particular order. Materials were often taken from the set down areas in large quantities and brought to the work area, only for the majority of the material to be either returned to the set down area or left behind by trades people, leading to excessive handling and damage – all of which was creating signi f icant cost increases and t ime delays for both subcontractors and the main contractor. Now – Each element of the project has been scrutinised to eliminate waste materials as far as reasonably possible. The site team went to the place of work (Gemba) to observe how the materials were handled, how many times they were moved, etc. The site team and subcontractors are aware of exactly how much of each material is required per house and how many houses will be completed each week (using a given material) and so we are able to order just in time (JIT) materials meaning that more can be delivered to the door of the house. For example, all internal slabs (measure to minimalise waste) arrive two days before the roof is installed and are lifted in before the roof is lifted on – eliminating issues of storage, double handling, and ensuring the material is in a dry environment eliminating waste. House kits have been developed, meaning suppliers kit materials for a specific house – a very worthwhile example is the second fix joinery. A bulk order has been placed for this material and the quantity for each house is known. When the house is ready for these materials, they are called down, arrive on site within 24 hours, and are delivered straight to the house. This has also been done for second fix mechanical and electrical materials, paint, tiles, paving, etc. Improving Communications Comparisons can be draw between a manufacturing facility and a residential housing scheme – for the most part each house is the same with little change to standard details. With this in mind, applying Lean techniques and solutions