2019Case5Ardmac

25 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 5 – Ardmac Ardmac i s an internat ional construct ion special ist del ivering complex high-value workspaces and technical envi ronments . Head- quartered in Dublin, and with offices in Manchester, Craigavon, Cork and Brussels, Ardmac employ over 300 people and provide special i st construct ion services to the commercial fit-out, life sciences and data centre sectors. Ardmac’s vision is to be “the contractor of choice for clients and the workplace of choice for great people”. Ardmac’s mission is “to consistent ly provide the ul t imate solut ion for high-value working environments through continuous investment in the best people, technology and processes”. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE Ardmac’s Lean journey started in 2015 with the implementation of the Last Planner® System (LPS) on a pharma cleanroom project. From the benefits of this pilot project in the areas of on time delivery, budget, quality, and safety, leadership at Ardmac further educated themselves in the area of Lean through Yellow Belt training and conferences. This provided leadership with an understanding whereby Lean goes beyond Lean tools, and that its long-term benef i ts involve the integration of leadership behaviours, ful l enterpr i se al ignment , and a process-based approach to manage the business. As a result, leadership were fully committed to the deployment of Lean to deliver its 2022 Strategy Goals. Leadership engaged the organisation to develop a shared Vision and Guiding Principles. The next step involved creating a Lean Business Strategy that would align critical business processes that would support the delivery of Ardmac’s strategic goals across Ireland, the UK, and Europe. Figure 1 outlines Ardmac’s Lean journey to date, and this case study will focus on specific elements, including: i. Set up of the Lean Governance Team. ii. Leadership Development Program and Constructive Conversations. iii. Continuous Improvement through the Do Your BIT program. iv. Visual Management. v. Digi tal Project Management Program. Figure 1. Timeline for Lean LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.ardmac.com AUTHOR Jason Casey Lean Strategy and Governance Team To transition from a Lean tools-based approach to a strategic approach of Lean Deployment, Ardmac set up a Lean Governance team in ear ly-2018. Thi s team i s composed of key sectoral leaders of the business. The purpose of the process is to: 1. Align current business strategies into one business strategy to deliver strategic goals. 2. Identify and manage key Lean programs. 3. Assign ownership of Lean programs across the business. 4. Support program leaders when they provide an overview of their programs. 5. Engage employees in Lean deployment. 6. Support Lean training requirements to support the delivery of Ardmac’s strategic goals. Figure 2 provides an overview of the alignment of key business strategies that will enable the business strategy. Figure 2. Alignment Across the Business The Lean Governance team meet monthly and review the status of each program. Program leaders rotate monthly and present an update of their individual program. In the event that any program requires support and/or continuous improvement, the governance team provide direction and support when required. It is also an opportunity for the Governance team to recognise the positive improvements that COMPANY OVERVIEW