2019Case4JonesEngineeringGroup

23 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Several methods of recording plant were trialled by the team over the following 12 to 18 months ranging from metal tags with barcodes on them to labels with QR codes. Problems arose with the QR codes as they wouldn’t scan if damaged. There was also the problem of scanning itself. Handheld scanners were not always practical or even possible to use in the field. Working closely with their IT department, the project team investigated different systems with the goal of developing their own internal system of plant tracking. But the time delay here was a major issue. Hilti, one of the largest manufacturers and suppliers of power tools, anchors, fasteners, etc., had recently launched its "On!Track" asset management system for the construction industry. In its promo, Hilti state that “At the touch of a screen or the click of a mouse, ON!Track tells you exactly what equipment you have, where it is and who is using it. When items need maintenance or calibration it alerts you. Our Bluetooth enabled smart tags offer a fast inventory check and tells you which equipment is nearby. When it’s time to renew training or certification it tells you in advance. With this critical information at your fingertips, it’s simple to keep your work on track, profitable and fully compliant”. They go on to tell us how it works: “Rugged barcode tags on your equipment communicate with cloud-based asset management software that runs on mobile or desktop devices – meaning you can find your assets in an instant”. This new system seemed to fit the requirements Jones Engineering was looking for. Armed with 200 Hilti tags, trials were run on several sites around the country. The results and feedback were positive and a decision to roll this system out across the whole group was made. In June 2017, a new Group Plant Department was set up with the responsibility of controlling plant and equipment in all companies across the Jones Engineering Group. This cons i sted of a Plant Manager and several Plant Administrators. The Plant Department began systematically visiting every job site, project, and workshop/stores that Jones Engineering had a presence on. Every piece of plant and equipment had a barcode tag fitted and the following information was recorded on the database: • Barcode Number (Scan Code). • Alternate Number (Jones Engineering Plant Number). • Serial Number (Manufacturers Unique Number). • Product Template. • Asset Group (Drills, grinders, Saw, Welding Plants, Site Vehicles, etc.). • Status (On site or In Transit). • State (Operational, Broken, Stolen, Retired, Lost). • Description (Ladder-Podium, Ladder-Straight, Ladder-A- Frame, Ladder-Platform) • Model. • Manufacturer. • Managed (Owned or on hire). • Current Location. • Default Location (Company in the Group). • Responsible Employee (Person to whom an asset is assigned). • Owner (Location Manager). This proved to be a massive undertaking with over 190 live projects and 9473 pieces of plant and equipment being tagged and logged on the new plant management system. Over 300 members of staff were trained up on the use of the system and the Plant Department even travelled to the Middle East to set up the system and train the personnel out there. This new system proved an immediate success as all that was needed to use it was a smart phone. Tags could be scanned using an app and no handheld scanners were required. The Plant Department put together a short PowerPoint presentation showing users of the system how to add and transfer assets using the mobile phone app. The new plant management system gave full visibility of what was on every project and who was responsible for it. It had the ability to set alerts for calibration and certification of plant. It also enabled the company to put an accurate value of its assets on any site at any given time by systematic audits being carried out using the app. Figure 3. Plant Management System Showing Service Alerts Due Figure 2. Tools Displaying Barcode Tags LEAN INITIATIVE IMPROVEMENTS & IMPACT Following the transition onto the new plant management system and some initial teething problems, the majority of users are now fully conversant with its various functions and operations. The system has given the company improved accuracy and accountability with each plant item assigned to an individual supervisor/user. That accountability has two specific benefits: 1.Plant items are returned promptly when not in use. 2.Each item logged against an individual commands better attention and a heightened focus on security. Complete visibility across the entire organisation is also a big plus. In the past, if a supervisor needed a piece of plant