2019Case8Exyte

36 L EAN C ONSTRUCTION I RELAND A NNUAL B OOK OF C ASES 2019 project organisational chart. The economic impacts from Lean Construction on sustainability are mainly related to better planning and involvement – with involvement leading to better planning. The more we engaged with the relevant engineers, the ownership and appetite to participate increased. Involvement and constant interaction led to minimised use of resources and a greater focus on quality and productivity. This in turn led to less errors and changes, which directly led to lower costs, shorter lead time, and higher profitability. Not to mention that the JIT technique meant we had the right skillset lined up to transfer across at the time of needs rather than the client’s time of want. Figure 3. Exyte Lean Practitioners in Harmony Whi lst the process of ski l lset/resource transfer was beginning to gather momentum, and a somewhat successful outcome mobilisation costs and workflow disruption was occurring for Exyte on the new project, we did encounter an unforeseen issue which was the human factor of the team that remained at the existing project on the verge of close-out. This was overcome by a series of onsite discussions and town hall type meetings to explain the Lean strategy and reinforce to all project staff the importance of sustainable resource management rather than the need to adhere to traditional knee-jerk resource allocations. The process and techniques of the Lean strategy were explained and a simulated roll out of the JIT technique was demonstrated to the project team. Exyte and MPM then took the process further by seeking to understand how better to learn from the impacts of current project staff and ensure a reduction of the found impacts was implemented and moni tored. The most frequent ly mentioned impacts were related to reduced stress and sick leave, increased productivity, more efficient use of resources, and improved quality. By encouraging a harmony and understanding of a sustainable Lean resource pool, Exyte was able to benefit from increased ownership, responsibility, involvement, visualisation, and improved planning. Lean Construction has an evident impact on sustainability, but sustainability can improve Lean Construction delivery tremendously also.