2019Case6KirbyGroupEngineering

29 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Figure 1. Structure of the ISO 9001:2015 Standard in the PDCA cycle ISO 9001:2015 highlights the importance of the PDCA cycle in that it can be applied to all processes and to the quality management system as a whole. Kirby utilised this cycle as a way to bring its vision and values to every project it delivers. Kirby’s values are Safety, Quality, Delivery, and Value. The aspect of value is where Kirby can create and share value through collaboration, innovation, and operational excellence. Through this methodology, a Kaizen event was held with the senior management team to determine how best to deliver this value to the clients while also encapsulating the other values and vision it has moving forward. In 2016 when this was happening, Lean thinking was still being developed within Kirby, and there was a need to educate the workforce. The best way forward to deliver on the new standards, deliver value to the client, reduce wastes (Muda) in the processes, and educate Lean Construction within the company was through Gemba walks by the senior management team. A standard QEHS Senior Tour form was created to measure against aspects of TIMWOODS while also including EHS (Environment, Health & Safety) and Quality needs. Now a senior manager can go to a project, walk a site, and identify and eliminate wastes on the project. The wastes highlighted can fall under all aspects of TIMWOODS: Transportation, Inventory, Motion, Waiting, Over-Production, Over- Processing, Defects, and Skills. The site visit can result in improvements to all these aspects as they are noted. Site staff can then be educated in Lean thinking and adding value to the next customer in the cycle. Three important elements of this Gemba walk included: • Go and See – to get the senior managers to visit the sites and see the work activities. • Ask Why – to explore what is adding value to the clients and what wastes can be removed. • Respect – it is not a blame culture, collaborating with teams and problem solving together will enhance productivity and uptake in Lean thinking. From a base level of 0 in 2015, to move to trial during the last quarter of 2016, and to roll-out in 2017 resulted in a large change of thought within the company strategy. A total of 48 Gemba walks were completed in 2017, and then repeated in 2018, and in quarter 1&2 of 2019 there were 42 completed – the largest number for the first two quarters. Figure 2. QEHS Senior Manager Tours (Gemba Walks) completed – 2017 to 2019 Some of the elements that the senior management brought to these Gemba walks included: • Promoting the use of the process approach and risk based thinking. • Ensuring that the necessary resources needed for the tasks are available. • Communicating the importance of effective quality management. • Promoting continuous improvement and providing leadership support. • Educating Lean thinking to site staff. • Highlighting the Kirby Values of Safety, Quality, Delivery and Value (i.e. Kirby Project KPIs). Additional Lean practices were brought to site through this new initiative. The use of 5S was key, and it makes the workplace safer and more pleasant, improves work efficiency, reduces defects and leads to better customer satisfaction and higher productivity: • 1S – Sort: Remove what is not needed and keep what is needed. The workplace becomes easier, quicker, and more efficient. • 2S – Set in Order: Arrange essential items in order for easy access. This includes identifying and labelling them and keeping surfaces and walkways clear. • 3S – Shine: Keep things clean and tidy. Regularly remove dirt: Damage/Defects are easier to see; safety issues are less likely to occur, and plant and tools work more efficiently. • 4S – Standardise: Establish standards and guidelines to maintain the first three S. • 5S – Sustain: Make 5S a habit. The benefits of 5S will only truly be seen if it is maintained in the long-term. Another key Lean tool that became part of the routing of Gemba walks is Visual Management which enhances the smooth flow of information by using visual and audio signals instead of texts or other written instructions. It makes operational standards visible so that people can follow them more easily. This technique exposes waste (Muda) so that it can be prevented and eliminated. It can be used to identify or communicate easily: • What’s right, wrong, done, left to be done, delayed. • Resources Tools & Equipment, Materials, etc. • Norms, Methods, etc. These became part of the Kirby Management KPIs that are now being recorded and promoted on every project within every Gemba walk. Good practices were promoted and shared, and wastes could now be eliminated.