2019Case7Sisk

31 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 Case 7 – SISK John Sisk & Son Ltd. (“SISK”) is an innovative international engineering and construction company employing over 1300 people across its operations in Ireland, the UK, and Europe. Sisk has the track record, scale, and capacity to successfully undertake large, complex, multi-disciplinary programmes, and is recognised by our global customers as world leaders in safe delivery. Operating since 1859, Sisk is a progressive business with long-term vision and is Ireland’s No.1 ranked provider of construction services. Sisk’s strategy is to create value for customers, partners, and people through technical knowledge, abi l i ty, and experience: • We collaborate with our customers and supply chain to provide technical and delivery solutions in an open and can-do way to meet aligned objectives. • We offer a full range of solutions where safety, innovation, qual ity, efficiency, and value are integral to everything we do. • We deliver projects and programmes in key sectors such as Data and Technology, Pharmaceutical and Life Sciences , Infrastructure, Trans- portation, Healthcare, Commercial, Residential, Retail, Industrial, Leisure, Education, Water, and Energy. C O M P A N Y W E B S I T E OVERVIEW & BACKGROUND TO THE LEAN INITIATIVE This project was a large-scale leisure development in Ireland involving the des ign and construct ion of accommodation and ancillary facilities to a new Holiday Village located within mixed species woodland of approx. 400acres. The project comprised 466 accommodation units ranging from 2- bed units of 80m2 up to exclusive 4- bed detached units of 190m2 floor area. The overall programme period for the project was 68 weeks. Figure 1. Overview of the Project Site The project involved a fast-track schedule on an extremely large site. Due to i ts locat ion wi thin the woodland environment, the site was extremely restricted with only 4-metres of working space around each cluster of lodges . Owing to the scale of the project (if the units were constructed in a single terrace it would be over 4.2km long) there was an enormous volume of materials to manage, including: • 300km of cladding panel. • 600000 roof tiles. • 4500 Doors. • 3500 Windows. • 160000m2 of t imber frame wal l panel. • 466 Kitchens. The fol lowing parameters were critical to the project: • Exemplary safety record. • Highest quality standards with zero or minimum rework. • On or ahead of schedule. • On or under budget. • Visibly demonstrating respect for all involved in the project. • Delivering job satisfaction. • Ensuring material availability at all times to the site craft. • Equalising outputs across all trades to ensure production continuity. • Ensuring a common understanding of project status through accurate, vi sual ly clear, and ful ly shared reporting. LEAN INITIATIVE UNDERTAKEN – LEAN THINKING, TOOLS, TECHNIQUES www.johnsiskandson.com AUTHOR Cormac Fitzpatrick It was clear from the outset that in order to ensure continuity and flow of work through the various trades, we would requi re a col laborat ive workshop-type approach to schedul ing, sequencing and handof fs . “People and collaboration” rather than “systems and schedules” were going to deliver this project. The confined working environment over such an extensive area would also require a bespoke streamlined approach to logistics and materials management. Finally, the repetitive nature of much of the works demanded a Lean Programme. From the outset, we committed with the client, design team and supply chain to collaboratively deliver the project. The following initiatives subsequently formed the basis of the Lean Programme for the project. Some were strategically COMPANY OVERVIEW