2019Case7Sisk

33 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 could understand where large quantities of time were being spent on non-value-add (NVA) activities, that is, where there is nothing being produced. Armed with this data we were able to target and eliminate the primary areas of waste. Examples included adjusting gang sizes, how we managed materials and accessories, and revising both construction details and even products used. Figure 4. Work Sampling Materials Control, Standardisation and Off-Site Fabrication All opportunities were explored to maximise off-site fabrication from timber frame panelling and roof trusses to metal frame partitioning for chimney breasts. Materials management was identified as a key item due to the vast quantities required. The project actively set out to eliminate waste both in transport and inventory management at every opportunity. The layout and space restrictions on the site required site material storage to be minimised whilst ensuring that adequate supply was available for installation. Control of materials was achieved by various techniques including standardisation of materials required and batching of bulk materials by our suppliers for delivery to the correct locations in the correct quantity at the right time to eliminate double handling. We batched smaller and high-value items in purpose-built warehouses onsite, and M&E items, sanitary-ware, windows, doors, and patio paving were batched “per lodge”. Figure 5. Materials Control & Standardisation LEAN INITIATIVE IMPROVEMENTS & IMPACT This project was a success for our customer, for Sisk, and for the supply chain, as evidenced both by the metrics provided and in the outline of the various aspects of the project, safety, quality, and respect . Schedule control was del ivered f i rst ly by constructability improvements, secondly by early engagement with the client and key specialist trades, and thirdly by intensive chal lenge and improvement of the process . Intens ive engagement at field level allowed us to hold these gains. The intentional application of a Lean Programme was a highly significant contributor to the success of this project. We set out to strip back waste, to stop taking unnecessary steps, to spend less t ime in meet ings , and to el iminate NVA correspondence. We also set out to do a highly efficient project by providing a shared infrastructure, logistics, a 3D model, and a common data environment for all project information. All of these achieved solid improvements. The greatest benefit to the project accrued, however, in a manner which we did not clearly foresee – it manifested itself in the collaborative mindset that developed, the lack of conflict, the minimalist approach to correspondence of any kind, the absolute ownership of the project, and in the co-operation and camaraderie received from and amongst the client and trades who have collectively delivered first-class safety and first-class quality. Some initiative outcomes include: • Safety – 270000 man-hours worked accident-free. • Schedule – 466 units delivered on schedule. • Cost – Project delivered within budget. • Cost – Zero claims from contractors and supply chain. • Cost & Quality – Less than 1% rework. • Quality – Each unit handed over snag-free. • Efficiency – Actual labour approx. 15% below planned. • Satisfaction and Engagement – Two of the most senior supply chain supervisors on the project summarise the impact as follows: “At FastHouse, we are all delighted to have had the opportunity to be a part of this exceptional project. Great work was carried out by the FastHouse teams. Early client engagement and collaboration were essential in accomplishing the project within budget and schedule – and, as such, our collaborative relationship with John Sisk & Son played a key role in the overall delivery of this large- scale timber frame package.” (Sean Fox, Sales Director at FastHouse) “We at Treysta knew from an early stage with a project on the scale of Centre Parcs, that preplanning and collaboration were essential in order to streamline the sequence of each trade in the lodges. SISK’s approach was very refreshing to this challenge which ensured Lean Construction targets were exceeded by having constructive design and construction workshops.” (Kevin Kelly, Managing Director, Treysta)