2019Case5Ardmac

27 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 electronic solution. Figure 5 outlines an example from this system. Figure 5. Procore Software Solution for Managing Documents Electronically Integrated Project Delivery (IPD) IPD is a project delivery system that seeks to align and integrate all project team members’ interests and objectives. The team includes the client, the main contractor, and subcontractors. IPD integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimise efficiency and handover to client. Two projects were managed within Ardmac using an IPD method. For one project , Ardmac was the subcontractor. The collaborative IPD approach provided a specific focus on each contractor to utilise LPS to deliver a very aggressive schedule, with eight subcontractors working with this process throughout the lifetime of the project. Where constraints were identified, each sub-contractor realised the implications of owning and removing constraints for other subcontractors to ensure work would flow. LPS metrics were critical to the success of the project as the right metrics focused on flow and drove the right behaviours to ensure work could flow throughout the lifecycle of the project. LEAN INITIATIVE IMPROVEMENTS & IMPACT Ardmac has adopted a Lean strategy, going beyond the implementation of Lean Tools and adopting an integrated approach where engaged employees, supported by their Lean Leaders, continue to deliver the strategic business objectives. The Lean framework was oultined in Figure 2 and a number of elements from the Lean strategy are presented in this case study. Benefits from these examples include both qualitative and quantitative benefits. From a cultural perspective, through the development of Lean Leaders, management of the business is transitioning from a direct management approach to a leadership approach. With such an approach, leaders are enabl ing thei r teams to del iver bus iness performance using their own initiative and the role of the leader is to provide direction and support. Constructive conversations are resulting in positive improvements in behaviour, al igned to our guiding principles, where previously team members may not be aware of the impact of their behaviours. As a result of constructive conversations, this brings Ardmac’s Guiding Principles to life. From the various Lean initiatives undertaken as part of the Lean Strategy, which is managed by the Governance team, the following benefits were identified: • Business Process in place to manage the Lean Strategy as a mechanism to deliver our business goals and objectives. • Utilisation of IPD and LPS has delivered an aggressive project timeline of 1.5 years from the original estimate of 2 years. • Engaged continuous improvement mindset across the business through the identification of 30 improvement ideas managed through the Do Your BIT program. • Increase in collaboration, consideration of activities, highl ight ing res idual i ssues , and improved communication/engagement through the Do Your BIT program. • 25% reduction of site management NVA time. Next Steps for Ardmac Ardmac is fully committed to Lean and the long-term benefits that it delivers, and we will continue to manage and monitor our Lean strategy and key business metrics through the Lean Governance team. Over the coming year, the following activities are planned as part of our Lean Strategy: • Improving the efficiency and management of LPS metrics through the application of KPI software across the business. • Engaging Lean in Offices through the deployment of the Lean Housekeeping Program. • Initiate a Lean Transform with Enterprise Ireland to improve value stream performance through the further application of Lean thinking. • Cost savings and avoidance of just under € 1Million. • Improve connectivity across the business processes. • Engage the next iteration of leaders through the leadership development program.